Beyond Reductionism: Gateways for Learning and Change

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CRC Press, May 18, 1999 - Business & Economics - 272 pages
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Beyond Reductionism: Gateways for Learning and Change takes a critical look at organizational learning and change management from a leadership perspective in late 20th century organizations. The authors argue that the dynamics that restrain the efforts of leaders transcend personal attributes and leadership styles. They are rooted in the nature of work and institutions and the histories and cultures of the organizations themselves.

Often seen as the central constraint - and the core limiting factor in organizational effectiveness and learning - reductionism is defined as over-simplification and a failure to comprehend the nature of life in organizations by concentrating too fully on discrete and disconnected aspects of reality. The other constraints of hierarchy and institutional knowledge are activated and driven by reductionism.

After reading Beyond Reductionism: Gateways for Learning and Change leaders at all organizational levels will understand why low levels of organizational learning persists and change efforts fail. They will also be equipped to recognize and reject overly simplistic and superficial interventions, helping them to create non-reductionist strategies for creating and sustaining change. Actual project designs, experiences, techniques and results are described in the book within an overall framework that emphasizes the roles and interconnectedness of individuals, leaders, and groups, all operating within the overlay of culture.
 

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Contents

ANALYSIS OF CONSTRAINTS
1
Three Principles as Gateways for Learning and Change
25
INDIVIDUALS
47
Delegate Only Around Purpose
73
Enhance the Efficacy of Institutional
91
LEADERS
105
Delegate Only Around Purpose
129
Enhance the Efficacy of Institutional
151
GROUPS
167
Introduction
173
Achieve an Operative Balance of Objective
179
Delegate Only Around Purpose
201
Enhance the Efficacy of Institutional
219
Index
241
Copyright

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