By Douglas Griffin, Ralph Stacey

The members to this e-book are leaders, experts or managers in firms who offer narrative money owed in their genuine paintings and day-by-day event. They discover how the point of view of complicated responsive techniques assists them to make feel in their adventure and as a way to strengthen their perform.

Offering a unique approach to making feel of an individual’s adventure in a swiftly altering international, this publication makes use of reflective money owed of standard daily life in firms instead of idealized debts. The editors’ statement introduces and contextualizes those reports in addition to drawing out key subject matters for additional research.

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Extra resources for Complexity and the Experience of Leading Organizations

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Globalization: beyond the boredom and abstract idealization of ethical debate Globalization has emerged as the issue of our times. It has become a focus, an umbrella for a number of major issues, around which the heart of the matter which we call ethics has come alive for us in its full intensity. Ethics and moral philosophy are always at risk of being collapsed into either prescriptive do’s and don’ts exemplified, for instance, by the seminars run by consultancies in companies on various topics of ethical norms, or into the hopeless idealization of the indeterminate values and visions of abstract ‘leaders’.

It has become a focus, an umbrella for a number of major issues, around which the heart of the matter which we call ethics has come alive for us in its full intensity. Ethics and moral philosophy are always at risk of being collapsed into either prescriptive do’s and don’ts exemplified, for instance, by the seminars run by consultancies in companies on various topics of ethical norms, or into the hopeless idealization of the indeterminate values and visions of abstract ‘leaders’. When ethics comes alive, the sense of paradox, which is at its very core, becomes a lived experience.

In systemic selforganization, the implicit notion of time is linear. This may be seen in the prescription for leaders to form a vision of the future to guide the direction of the organization. Implicitly here, the past is factually given because it has already happened and the future is ahead, waiting to be unfolded. In the perspective of participative self-organization, the present itself has a time structure. The past is not simply factually given because it is reconstructed in the present as the basis of the action to be taken in the present.

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