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Managing in Uncertainty : Complexity and the paradoxes of everyday organizational life

Author: Chris Mowles
Publisher: Abingdon, Oxon ; New York, NY : Routledge, 2015.
Edition/Format:   eBook : Document : EnglishView all editions and formats
Summary:
"This book argues that paradox, ambiguity and uncertainty in organizational life are the norm rather than the exception for leaders and managers. Many managers are implicitly aware of this, but they rarely spend much time reflecting on what it is that they are actually doing when they are coping with their messy reality. Drawing on insights from the complexity sciences, process sociology and pragmatic philosophy,
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Genre/Form: Electronic books
Additional Physical Format: Print version:
Mowles, Chris.
Managing in Uncertainty : Complexity and the paradoxes of everyday organizational life.
Hoboken : Taylor and Francis, ©2015
Material Type: Document, Internet resource
Document Type: Internet Resource, Computer File
All Authors / Contributors: Chris Mowles
ISBN: 9781317550358 1317550358 9781315730899 1315730898
OCLC Number: 904799097
Description: 1 online resource
Contents: Cover; Half Title; Title Page; Copyright Page; Table of Contents; Acknowledgements; Introduction: a book arising from uncertainty in everyday organizational life ; 1. Why are uncertainty, ambiguity and paradox important for managers?; Having values about not having values; Engaging with uncertainty, contradiction and paradox as a way into ethics; The evidence-based management movement and what it excludes; Paradox and other forms of dualism; The link between the complexity sciences and paradox; Summing up; Organizational uncertainty, ambiguity and paradox --
outline of this book; Notes. Thinking about the invitation from the perspective of the airman and the swimmerThe society of individuals; Thinking about reflection and reflexivity; Some background to reflection and reflexivity; The importance of reflection and reflexivity for managers; Deflating some of the claims for reflection and reflexivity; Concluding thoughts on reflection and reflexivity; References; 4. Attempts to change organizational culture: the paradox of the local and the global; Some pervasive ideas about the connection between leadership and culture; Leadership and culture. The culture change literature as an example of culture changeCulture as history and identity --
longer-term social processes; Culture as practice --
the paradox of the particular and the general; Summary of the argument so far; Cultural change within the NHS in the UK; Concluding thoughts on culture; Note; References; 5. On the predictable unpredictability of organizational life:change and innovation; Narrative 1: The managerial narrative on innovation and change; Narrative 2: Innovation and change as practical, everyday politics; Drawing the narratives together; The origins of innovation talk. Thinking about innovation and change and the role of managersThinking about innovation as a change in power relations between groups reflected in discourse; The effects of the change agenda on organizational life; Sources of unpredictability in social life; Concluding thoughts on the paradox of stability and change; References; 6. The paradox of cooperation and competition: conflict and the necessary politics of organizational life; On the idea of managing conflict; Critical reflections on the idea of managing conflict; On agonism and taking up a position.
Responsibility: Chris Mowles.

Abstract:

"This book argues that paradox, ambiguity and uncertainty in organizational life are the norm rather than the exception for leaders and managers. Many managers are implicitly aware of this, but they rarely spend much time reflecting on what it is that they are actually doing when they are coping with their messy reality. Drawing on insights from the complexity sciences, process sociology and pragmatic philosophy, Chris Mowles directly engages with some principal contradictions of organizational life concerning innovation, culture change, conflict and leadership. Managing in Uncertainty will be of interest to students, researchers and practitioners looking at management and organizational studies from a critical perspective"--

"The reality of everyday organizational life is that it is filled with uncertainty, contradictions and paradoxes, yet managers are expected to bring about the impossible: to transform themselves and their colleagues, to design different cultures, to choose the values for their organization, to be innovative, to control conflict and to have inspiring visions. Whilst managers will have had lots of experiences of being in charge, they may not always be in control. So how might we frame a much more realistic account of what's possible for managers to achieve? Many managers are implicitly aware of their messy reality, but they rarely spend much time reflecting on what it is that they are actually doing. Drawing on insights from the complexity sciences, process sociology and pragmatic philosophy, Chris Mowles directly engages with some principal contradictions of organizational life concerning innovation, culture change, conflict and leadership. Mowles argues that if managers began by understanding organizational life as inherently uncertain, and interactions between people as complex and often paradoxical, they would start paying more attention to different things. Managing in Uncertainty will be of interest to students, researchers and practitioners looking at management and organizational studies from a critical perspective"--

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`This book provides a significant development of understanding organizational life from a complexity perspective. It takes the uncertainty of organizational life seriously; exploring reflexivity and Read more...

 
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