Coherence in the midst of complexity [electronic resource] : advances in social complexity theory / Hugo Letiche and Michael Lissack with Ron Schultz.
Complexity and emergence (the appearance and impact of the new) can be the bane of managers and their organizations. Both complexity and emergence threaten to upset adherence to predefined categories, which supposedly allows for efficiency. Indeed, traditional management thinking focuses on a retros...
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Full Text (via Springer) |
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| Main Authors: | , , |
| Format: | Electronic eBook |
| Language: | English |
| Published: |
New York :
Palgrave Macmillan,
2012.
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| Edition: | 1st ed. |
| Subjects: |
MARC
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| 100 | 1 | |a Letiche, Hugo K., |d 1946- |e author. |0 http://id.loc.gov/authorities/names/n85110677 |1 http://isni.org/isni/0000000109480715. | |
| 245 | 1 | 0 | |a Coherence in the midst of complexity |h [electronic resource] : |b advances in social complexity theory / |c Hugo Letiche and Michael Lissack with Ron Schultz. |
| 250 | |a 1st ed. | ||
| 260 | |a New York : |b Palgrave Macmillan, |c 2012. | ||
| 300 | |a 1 online resource (297 pages) : |b illustrations. | ||
| 336 | |a text |b txt |2 rdacontent. | ||
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| 505 | 0 | |a Introduction€ -- Miracles and Nasty Surprises€ -- The Failure of Models & Labels; the Success of Experience & Emergence€ -- Two Kinds of Coherence ₆ Ascribed and Emergent€€ -- Models, Homologies & Simulacra€ -- The Ascribed Coherence of Thagard and Weick€€ -- Coherence and Business Success€ -- Emergence, Coherence & Narrative€ -- Affordances and Organization -- Homology: Sense-Making Revisited€ -- But Experience is Different€ -- Complexity Tools: the Semiotic Square & Homology€€ -- Steps to Implementation. | |
| 504 | |a Includes bibliographical references (pages 257-284) and index. | ||
| 505 | 0 | |a Introduction: miracles and nasty surprises -- The failure of models and labels and the success of experience and emergence -- Two kinds of coherence: ascribed and emergent -- Models, homologies, and simulacra -- The ascribed coherence of Thagard and Weick -- Emergence, coherence, and business success -- Emergence, coherence and narrative -- Affordances and organization -- Homology: sense-making revisited -- But experience is different -- Complexity tools: the semiotic square ad homology -- Not a conclusion: steps to implementation. | |
| 520 | |a Complexity and emergence (the appearance and impact of the new) can be the bane of managers and their organizations. Both complexity and emergence threaten to upset adherence to predefined categories, which supposedly allows for efficiency. Indeed, traditional management thinking focuses on a retrospective coherence where ideas and events are assigned to categories, the categories are labeled, and outliers are treated as statistical deviants. The study of how such attributed (retrospective) sense-making breaks down in and around organizations is the focus of social complexity theory. Coherence in the Midst of Complexity discusses the social complexity approach, where dialogue and stories allow for the degrees of freedom needed for the opportunities of emergence to take root. The book focuses on the experience of coherence and how such experiential lessons differ from the establishment and maintenance of categories and labels. The authors offer a four-fold logic for discussing experiential coherence and the embrace of emergence in organizations of all sizes. | ||
| 520 | |a "Complexity and emergence (the appearance and impact of the new) can be the bane of managers and their organizations. Both complexity and emergence threaten to upset adherence to predefined categories, which supposedly allows for efficiency. Indeed, traditional management thinking focuses on a retrospective coherence where ideas and events are assigned to categories, the categories are labeled, and outliers are treated as statistical deviants. The study of how such attributed (retrospective) sense-making breaks down in and around organizations is the focus of social complexity theory. Coherence in the Midst of Complexity discusses the social complexity approach, where dialogue and stories allow for the degrees of freedom needed for the opportunities of emergence to take root. The book focuses on the experience of coherence and how such experiential lessons differ from the establishment and maintenance of categories and labels. The authors offer a four-fold logic for discussing experiential coherence and the embrace of emergence in organizations of all sizes"-- |c Provided by publisher. | ||
| 650 | 0 | |a Social sciences |x Philosophy. |0 http://id.loc.gov/authorities/subjects/sh85124013. | |
| 650 | 0 | |a Organizational change. |0 http://id.loc.gov/authorities/subjects/sh85095525. | |
| 650 | 0 | |a Organizational behavior. |0 http://id.loc.gov/authorities/subjects/sh85095524. | |
| 650 | 0 | |a Complexity (Philosophy) |0 http://id.loc.gov/authorities/subjects/sh85029376. | |
| 650 | 0 | |a Emergence (Philosophy) |0 http://id.loc.gov/authorities/subjects/sh2006002116. | |
| 650 | 7 | |a Complexity (Philosophy) |2 fast |0 (OCoLC)fst00871602. | |
| 650 | 7 | |a Emergence (Philosophy) |2 fast |0 (OCoLC)fst01739592. | |
| 650 | 7 | |a Organizational behavior. |2 fast |0 (OCoLC)fst01047801. | |
| 650 | 7 | |a Organizational change. |2 fast |0 (OCoLC)fst01047828. | |
| 650 | 7 | |a Social sciences |x Philosophy. |2 fast |0 (OCoLC)fst01122940. | |
| 700 | 1 | |a Lissack, Michael, |e author. |0 http://id.loc.gov/authorities/names/n98100674 |1 http://isni.org/isni/000000003400465X. | |
| 700 | 1 | |a Schultz, Ron, |d 1951- |e author. |0 http://id.loc.gov/authorities/names/n91021851 |1 http://isni.org/isni/0000000084787226. | |
| 776 | 0 | 8 | |i Print version: |a Letiche, Hugo K., 1946- |t Coherence in the midst of complexity. |b 1st ed. |d New York : Palgrave Macmillan, 2012 |z 9780230338500 |w (DLC) 2011019901 |w (OCoLC)723529985. |
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