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