By Ralph Stacey
This article seeks to illustrate what management potential in an atmosphere the place entire keep watch over isn't attainable. Explaining what self-organization capacity in human platforms, it presents a version of the educational association that takes into consideration the real-life anxieties which are concerned.
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Additional resources for Complexity and Creativity in Organizations
I have no aspirations to be a guru. Rather, I am interested in speculating about our reasons for so rapidly, and so desperately, jumping from one of these ''savior" recipes, with its attendant gurus, to another, and then yet another. I am particularly interested in reflecting upon why each of these successive organizational saviors turns out to be so like its predecessor despite the initial, promising appearance of difference, in the end yielding much the Page 2 same disappointing result. This kind of speculation and reflection does not lead to a new recipe that we can take away and apply in a step-by-step fashion and that yields foreseeable outcomes.
However, in many truly fundamental respects it changed hardly at all: it remained under the control of the same family, it Page x continued to rely on the talents of streetwise working-class traders in its operations even though its management came from the establishment, and its culture continued in a perfectly recognizable form. In other words, the Barings of some two centuries ago was still recognizable in the Barings that has just collapsed. The bank exhibited great stability, despite enormous changes in the relative political and economic power of Britain, a shift in the composition of economic activity and trade patterns, changes in society, and revolutions in financial markets.
Acknowledgments I thank the following people for their very helpful comments on an earlier draft of this book: Dan Bieger, Morten Flatau, José Fonseca, Jeffrey Goldstein, Brian Goodwin, Douglas Griffin, Robert Keidel, Ronnie Lessem, Mark Michaels, Eric Miller, Dorothea Noble, Patricia Shaw, Philip Streatfield, Paul Wright, and other members of the management doctoral program at Hertfordshire University. " Working with Eric Miller and colleagues on group relations programs at the Business School has also had a profound impact on my thinking.