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Preface | |
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Introduction | |
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The split between managers and leaders | |
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Outline of the book | |
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The theory of complex responsive processes: understanding organizations as patterns of interaction between people | |
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Introduction | |
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Chaos and unpredictability | |
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From the complexity sciences: local interactions and emergent global order | |
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Interdependent individuals and the interplay of human intentions | |
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The emergence of Facebook in the interplay of intentions | |
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Conclusion | |
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Understanding organizing activities as the game: implications for leadership and management tools and techniques | |
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Introduction | |
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The nature of local interactions: communication | |
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The nature of local interactions: power relations | |
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The nature of local interactions: ideology and choices | |
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Local interaction: the impact of the social background | |
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Implications for leadership and management tools and techniques | |
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Conclusion | |
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The leadership and management tools and techniques of instrumental rationality: rules and step-by-step procedures | |
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Introduction | |
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The management tools of instrumental rationality | |
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The nature of the tools and techniques of instrumental rationality | |
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Conclusion | |
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The limitations of the tools and techniques of instrumental rationality: incompatibility with expert performance | |
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Introduction | |
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Competence, perhaps, but not proficiency or expertise | |
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Critique of the tools and techniques of instrumental rationality and responses to the critique | |
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The tools and techniques of leadership: development programmes and models of leadership | |
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Leadership models | |
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Conclusion | |
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The leadership and management techniques of disciplinary power: surveillance and normalization | |
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Introduction | |
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Disciplinary power | |
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The effects of disciplinary power in organizations | |
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Thinking about leadership programmes | |
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Conclusion | |
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Taking the techniques of disciplinary power to the extreme: domination and coercive persuasion | |
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Introduction | |
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Coercive persuasion | |
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The techniques of coercive persuasion | |
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Complex responsive processes of discipline | |
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Taking the application of the techniques of disciplinary power to extremes: institutionalized bullying | |
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Further thoughts on taking the application of discipline to extremes: 'Doublethink' and 'Newspeak' | |
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Conclusion | |
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Institutions and the techniques of leadership and management: habits, rules and routines | |
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Introduction | |
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The nature of institutions | |
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Institutional change | |
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Power and institutions | |
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The differences between the theory of complex responsive processes and the theories of institutions | |
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Institutions and complex responsive processes: patterns of human interaction | |
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Institutional techniques | |
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Conclusion | |
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The leadership and management 'techniques' of practical judgment: reflexive inquiry, improvisation and political adroitness | |
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Introduction | |
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'Technique' as a mode of inquiry: narrative and reflexivity | |
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Participation in conversation: group processes as 'techniques' of widening and deepening communication | |
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'Techniques' of spontaneity and improvisation | |
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'Techniques' of ordinary, everyday politics: rhetoric and truth telling | |
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Conclusion | |
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Conclusion: frequently asked questions | |
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Appendix: reflexive narrative inquiry: movements in my thinking and how I find myself working differently as a consequence | |
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Notes | |
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Bibliography | |
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Index | |