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dc.contributor.authorFlood, Robert
dc.contributor.authorFinnestrand, Hanne
dc.date.accessioned2020-04-20T07:23:15Z
dc.date.available2020-04-20T07:23:15Z
dc.date.created2019-12-17T10:10:00Z
dc.date.issued2019
dc.identifier.isbn978-0198832355
dc.identifier.urihttps://hdl.handle.net/11250/2651600
dc.description.abstractThe systems idea is at the heart of the Learning Organization (LO). This chapter revisits the LO in the light of a revised understanding of the systems idea. It introduces the basic premises of three fundamentally different theories about the systems idea. It briefly reviews Senge’s work and the LO literature with these three theories in mind. It interprets the LO in terms of the most defensible of the three theories: Critical Systemic Thinking. It considers critical systemic practice as an alternative “Fifth Discipline Fieldbook”. This “mighty step” involves a paradigm shift and redefining relationships between: employees and management, management and consultants; and organizations, the wider human society, and the living planet.en_US
dc.language.isoengen_US
dc.publisherOxford University Press (OUP)en_US
dc.relation.ispartofThe Oxford Handbook of The Learning Organization
dc.titleA Mighty Step: Critical Systemic Interpretation of the Learning Organizationen_US
dc.typeChapteren_US
dc.description.versionacceptedVersionen_US
dc.identifier.doi10.1093/oxfordhb/9780198832355.013.11
dc.identifier.cristin1761657
dc.description.localcodeLocked until 1.1.2022 due to copyright restrictions. This is a pre-copyedited, author-produced version of a chapter accepted for publication in [The Oxford Handbook of The Learning Organization] following peer review. The version of record is available online at: http://dx.doi.org/10.1093/oxfordhb/9780198832355.013.11en_US
cristin.ispublishedtrue
cristin.fulltextpostprint
cristin.qualitycode2


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