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Which clippings match 'Organisational Behaviour' keyword pg.1 of 1
01 DECEMBER 2013

Ways of Thinking and Organisational Causality

"There are several types or ways of thinking. Each of these ways of thinking comes with its own set of assumptions, or paradigms, that, while making the thinking process work efficiently, also constrains the process to a particular view of causality, organization, and management's and members' roles in an organization. These types of thinking have their roots in natural sciences, social sciences, and philosophies. They can become so pervasive and dominant in management discourse that they become invisible, being applied without consideration for their assumed causality. Clearly identifying and classifying types of thinking raises awareness of what thinking is actually taking place, and at the same time challenges management to improve their thinking based on this knowledge of thinking."

(Kim Korn, Create Advantage Inc.)

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TAGS

analytical thinking • assumed causality • autonomous human choice • business management • business organisation • causalitycompetitive advantage • competitive positioning • complex responsive processes thinking • complexity science • decision making • formative causality • Georg Hegel • Hegelian philosophy • holistic thinking • identity-difference thinking • imaginative thinkingImmanuel Kant • inside-out thinking • insightintuitionIsaac Newton • Kantian philosophy • knowledge of thinking • knowledge paradigm • management discourse • mechanistic perspective • natural causality • natural sciences • natural systems • organisation causality • organisation evolution • organisational behaviourorganisational capabilities • organisational causality • organisational dynamics • outside-in thinking • part-whole thinkingphilosophypsychological perception • rational choice thinking • rationalist causality • rationalist perspectiverationalist traditionsocial sciencestrategic thinkingsynthetic thinking • system-environment thinking • systemic process thinking • systemic thinking • systems approach • systems science • systems thinking • thinking roles • thinking styles • transformative causality • types of thinking • ways of thinking

CONTRIBUTOR

Simon Perkins
18 MARCH 2013

Younger Workers Need a Career Narrative

"In recent years, much has been written about the importance of career narratives for mid–career and senior professionals, particularly those making a career transition. But, we'd argue, they're even more important for younger professionals who don't yet have a multipage CV or a high–powered headhunter in their corner. What, then, makes for an effective narrative?

First, it should be easy to remember and retell. The whole point is to give your colleagues a narrative that quickly comes to mind whenever they're asked about you, preventing them from making assumptions and drawing conclusions on their own. Two or four sentences, maximum.

Second, it should meaningfully link your past successes to your near and long–term development needs and suggest the kinds of assignments that would help to achieve those objectives. Those goals might certainly be developmental (to test a particular skill; gain experience with a certain tool or methodology; explore a specific industry). But they can also be more personal (limit travel to spend time with family, for instance).Think of it as a 'sound–bite resume' – on hearing it, senior professionals should have two reactions. First, they should be interested in working with you. Second, they should know if it makes sense for you to work with them.

Third, your narrative needs to hang together with the right combination of honesty, humility, and personal flavor. Doing so creates an authentic and compelling career narrative. Narratives that just articulate a string of successes are not credible and are not likely to be repeated. Similarly, boilerplate chronicles without any personal flair rarely get traction."

(Heidi K. Gardner and Adam Zalisk, 15 February 2013, Harvard Business Review)

TAGS

careercareer developmentcareer journeycareer narrativecareer pathcareer planningcareer progressioncareer story • career transition • curriculum vitae • CV • Harvard Business Reviewhuman resourcesleadershiplearning journeynarrative accountorganisational behaviourorganisational capabilities • organisational development • organisational productivitypersonal knowledge mappingpersonal satisfactionprofessional developmentprofessional skillsresume • senior professionals • sound-bite resume • strategysuccesstailored curriculumtailoring curriculumworkplace • younger professionals

CONTRIBUTOR

Simon Perkins
13 APRIL 2010

Organisational Behaviour and Development

"Organizational studies is a fragmented field. Its foundations are the disciplines of Psychology, Sociology, and Economics and applied fields such as Industrial Psychology, Labor Relations, Human Resource Management, Organization Development and Management. Each field of inquiry focuses on different phenomena, employs different research methods and makes different assumptions about the nature of people and about organizations and their purpose in society. This diversity has prevented the emergence of a common language or theory of organizations (Pfeffer, 1997). ...

Lawrence and Lorsch (1967), for example, found that high performing companies in uncertain environments differed from high performing companies in certain environments in their structure and mode of conflict resolution. The former were characterized by horizontal team structures that facilitate coordination across functional departments and by an openness to constructive conflict."

(Michael Beer, 1998)

[1] Beer, Michael. "Organizational Behavior and Development." Harvard Business School Working Paper, No. 98–115, 1998.

Pfeffer, J. (1998). The human equation. Boston, MA: Harvard Business School Press. Lawrence, P. R., & Lorsch, J. (1967).

Lawrence, P. R., & Lorsch, J. (1967). . Boston, MA: Harvard Business School Press.

TAGS

1998agencyautonomychangecollaboration • conflict resolution • constructive conflict • economic changeeconomicsengagement • functional departments • high performing companies • horizontal organisation • human resource management • industrial psychology • labour relations • Michael Beer • openness • organisation development and management • organisational behaviourorganisations • organizational studies • participationperformancepsychology • purpose in society • research methodssocial interactionsociologystructure • team structures • theory of organisations • transformationuncertain environments

CONTRIBUTOR

Simon Perkins
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