Beyond Reductionism: Gateways for Learning and ChangeCRC Press, 1999 M05 18 - 272 pages Beyond Reductionism: Gateways for Learning and Change takes a critical look at organizational learning and change management from a leadership perspective in late 20th century organizations. The authors argue that the dynamics that restrain the efforts of leaders transcend personal attributes and leadership styles. They are rooted in the nature of work and institutions and the histories and cultures of the organizations themselves. Often seen as the central constraint - and the core limiting factor in organizational effectiveness and learning - reductionism is defined as over-simplification and a failure to comprehend the nature of life in organizations by concentrating too fully on discrete and disconnected aspects of reality. The other constraints of hierarchy and institutional knowledge are activated and driven by reductionism. After reading Beyond Reductionism: Gateways for Learning and Change leaders at all organizational levels will understand why low levels of organizational learning persists and change efforts fail. They will also be equipped to recognize and reject overly simplistic and superficial interventions, helping them to create non-reductionist strategies for creating and sustaining change. Actual project designs, experiences, techniques and results are described in the book within an overall framework that emphasizes the roles and interconnectedness of individuals, leaders, and groups, all operating within the overlay of culture. |
Contents
ANALYSIS OF CONSTRAINTS | 1 |
Three Principles as Gateways for Learning and Change | 25 |
INDIVIDUALS | 47 |
Delegate Only Around Purpose | 73 |
Enhance the Efficacy of Institutional | 91 |
LEADERS | 105 |
Delegate Only Around Purpose | 129 |
Enhance the Efficacy of Institutional | 151 |
Other editions - View all
Beyond Reductionism: Gateways for Learning and Change Terry Wykowski,Neil Douglas Limited preview - 2023 |
Beyond Reductionism: Gateways for Learning and Change Neil Douglas,Terry Wykowski No preview available - 1999 |
Common terms and phrases
ability action Age of Unreason argued Argyris aspects associated attribution Balance of Objective basic assumptions become Birkman bring challenge chapter Charles Handy Chris Argyris clarity of purpose collective communication consequences constraints context create creativity culture defensive behavior defined dialogue Edgar Schein effective Efficacy of Institutional efforts empowerment Enhance the Efficacy environment exist expressed Fifth Discipline focus functions group action group dynamics hierarchy human individuals institutional knowledge integration interaction issues leaders leadership learning and change Learning Company leverage meaning mental models motivation nizations objective and subjective objective purpose objective reality Operative Balance orga organizational learning organizations outcome goals output paradox patterns perceive perception performance person perspective pertaining Peter Senge potential principle produce purposeful behavior purposeful delegation reductionism relationship relevant social Statement of Direction strategy structure subjective factors systems thinking Templeton College tend theory Trivium units valid information vision and mission