The impermanent organization
著者
書誌事項
The impermanent organization
（Making sense of the organization / Karl E. Weick, v. 2）
Wiley, c2009
- : pbk.
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注記
Includes bibliographical references and index
内容説明・目次
内容説明
Making Sense of the Organization elaborates on the influential idea that organizations are interpretation systems that scan, interpret, and learn. These selected essays represent a new approach to the way managers learn and act in response to their environment and the way organizational change evolves. Readers of this volume will find a wealth of examples and insights which go well beyond thinking and cognition to explain action. The author's ideas are at the forefront of our thinking on leadership, teams, and the management of change. "This book engages the puzzle of impermanence in organizing. Through rich examples, evocative language, artful literature citing, and imaginative connecting, Weick re-introduces core ideas and themes around attending, interpreting, acting and learning to unlock new insights about impermanent organizing. The wisdom in this book is timeless and timely. It prods scholars and managers of organizations to complicate their views of organizing in ways that enrich thought and action." - Jane E. Dutton, Robert L. Kahn Distinguished University Professor, University of Michigan
目次
Preface. Acknowledgments.
PART I INTRODUCTION.
1. Organized Impermanence: An Overview.
2. Mundane Poetics: Searching for Wisdom in Organizational Theory.
3. Faith, Evidence, and Action: Better Guesses in an Unknowable World.
PART II ATTENDING.
4. Managing the Unexpected: Complexity as Distributed Sensemaking.
5. Information Overload Revisited (Kathleen M. Sutcliffe and Karl. E Weick).
6. Organizing for Mindfulness: Eastern Wisdom and Western Knowledge (Karl E. Weick and Ted Putnam).
PART III INTERPRETATION.
7. Making Sense of Blurred Images: Mindful Organizing in Mission STS-107.
8. Organizing and the Process of Sensemaking (Karl E. Weick, Kathleen M. Sutcliffe, and David Obstfeld).
9. Impermanent Systems and Medical Errors: Variety Mitigates Adversity.
PART IV ACTION.
10. Hospitals as Cultures of Entrapment: A Re-analysis of the Bristol Royal Infirmary (Karl E. Weick and Kathleen M. Sutcliffe).
11. Enacting an Environment: The Infrastructure of Organizing.
12. Positive Organizing and Organizational Tragedy.
PART V LEARNING AND CHANGE.
13. Emergent Change as a Universal in Organizations.
14. Drop Your Tools: An Allegory for Organizational Studies.
15. Leadership as the Legitimation of Doubt.
Epilogue.
References.
Index.
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