By Karl E. Weick
Making experience of the association elaborates at the influential concept that enterprises are interpretation structures that experiment, interpret, and learn. those chosen essays characterize a brand new method of the best way managers research and act in keeping with their surroundings and how organizational swap evolves. Readers of this quantity will discover a wealth of examples and insights which move way past considering and cognition to give an explanation for action. The author's principles are on the leading edge of our considering on management, groups, and the administration of change.“This booklet engages the puzzle of impermanence in organizing. via wealthy examples, evocative language, crafty literature mentioning, and resourceful connecting, Weick re-introduces center rules and topics round attending, examining, performing and studying to release new insights approximately impermanent organizing. The knowledge during this publication is undying and well timed. It prods students and bosses of corporations to complicate their perspectives of organizing in ways in which increase inspiration and action.” - Jane E. Dutton, Robert L. Kahn distinctive college Professor, college of Michigan
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Additional resources for Making Sense of the Organization: Volume 2: The Impermanent Organization
Sutcliffe, and D. Obstfeld 1999 ‘Organizing for high reliability: Processes of collective mindfulness’ in Research in organizational behavior, Vol. 21. B. Staw and R. Sutton (eds), 81–123. Greenwich, CT: JAI Press. indd 26 7/3/09 12:46:37 AM 3 Faith, Evidence, and Action: Better Guesses in an Unknowable World Setting the Scene Chapter 3 describes an infrastructure that makes impermanent organization possible. That claim may seem surprising since words like organization, sensemaking, and organizing are not in the title.
Those ‘larger’ questions and institutions will eventually be translated into budget decisions made by smaller units. ‘Macro’ enters into this scenario in the form of presumptions that actors make about constraints and meanings and consequences. Some of these presumptions are material, some are not. But it is the presumptions that shape and are shaped by actions. Larger sets of actors come under the influence of much smaller sets, due in part to presumptions about one’s allies. This feature of organizing was captured in the first ‘poem’ that anchored my writing, Piet Hein’s poem ‘Majority Rule’ (Weick 1969: 2–3).
March, J. , and H. A. Simon 1958 Organizations. New York: Wiley. Meacham, J. A. 1990 ‘The loss of wisdom’ in Wisdom. R. J. ), 181–211. New York: Cambridge University Press. Mead, G. H. 1956 Social psychology. Chicago: University of Chicago. Miller, J. G. 1978 Living systems. New York: McGraw-Hill. Orlikowski, W. J. 1996 ‘Improvising organizational transformation over time: A situated change perspective’. Information Systems Research 7/1: 63–92. Paget, M. 1988 The unity of mistakes: A phenomenological interpretation of medical work.
Making Sense of the Organization: Volume 2: The Impermanent Organization by Karl E. Weick