Rooted in the study of chaos and complexity, Adaptive Action introduces a simple, common sense process that will guide you and your organization into reflective action. This elegant method prompts readers to engage with three deceptively simple questions: What? So what? Now what? The first leads to careful observation. The second invites you to thoughtfully consider options and implications. The third ignites effective action. Together, these questions and the tools that support them produce a dynamic and creative dance with uncertainty. The road-tested steps of adaptive action can be used to devise solutions and improve performance across multiple challenges, and they have proven to be scalable from individuals to work groups, from organizations to communities. In addition to laying out the adaptive action framework and clear protocols to support it, Glenda H. Eoyang and Royce J. Holladay introduce best practices from exemplary professionals who have used adaptive action to meet personal, professional, and political challenges in leadership, consulting, Alzheimer's treatment, evaluation, education reform, political advocacy, and cultural engagement—readying readers to employ this new toolkit to meet their own goals with a sense of ingenuity and flexibility.

Networks & Organizations debunks the myth that we are in the midst of an unprecedented era of change & refocuses attention on the timeless problem of management--mobilizing individual & collective action. The authors take a fresh look at what actually happens in organizations & reveal how rhetoric & the search for identity--not structure, systems, & strategies that characterize the design perspective of organizations--are the real motivators of action in organizations. They then offer an alternative view in which robust action (not equilibrium), fit, & alignment should serve as a positive guide for managerial action.

A synthesis of classic and modern neurobehavioral literature dealing with the principles by which complex, purposive, and intelligent behavior is generated, this book features: * papers by C.S. Sherrington, E. von Holst, D.M. Wilson, G. Fraenkel, H. Mittelstaedt, and P. Weiss * clear descriptions of three types of elementary units of behavior -- the reflex, the oscillator, and the servomechanism * a review of the diverse manifestations of hierarchical structure in the neural mechanisms underlying coordinated action. This volume has proven to be of great value to psychologists, neurobiologists, and philosophers interested in the problem of action and how it may be approached in light of modern neurobehavioral research. It has been designed for use as a supplemental text in courses in physiological psychology, neurobiology and behavior, and those courses in cognitive and developmental psychology that place particular emphasis on understanding how complex behavior patterns are implemented.

Most managers today understand the value of building a learning organization. Their goal is to leverage knowledge and make it a key corporate asset, yet they remain uncertain about how best to get started. What they lack are guidelines and tools that transform abstract theory—the learning organization as an ideal—into hands-on implementation. For the first time in Learning in Action, David Garvin helps managers make the leap from theory to proven practice. Garvin argues that at the heart of organizational learning lies a set of processes that can be designed, deployed, and led. He starts by describing the basic steps in every learning process—acquiring, interpreting, and applying knowledge—then examines the critical challenges facing managers at each of these stages and the various ways the challenges can be met. Drawing on decades of scholarship and a wealth of examples from a wide range of fields, Garvin next introduces three modes of learning—intelligence gathering, experience, and experimentation—and shows how each mode is most effectively deployed. These approaches are brought to life in complete, richly detailed case studies of learning in action at organizations such as Xerox, L. L. Bean, the U. S. Army, and GE. The book concludes with a discussion of the leadership role that senior executives must play to make learning a day-to-day reality in their organizations.

Doing Action Research in Your Own Organization is the essential resource for anyone embarking on a research project in their own organization or as part of a work placement programme whether in business, healthcare, government, education, social work or third sector organizations. The authors provide an easy-to-follow, hands-on guide to every aspect of conducting an action research project and have added in the Third Edition: - more on politics and ethics to help researchers negotiate gaining access and permission, and building and maintaining support from peers and relevant subsystems within an organization - more on writing an action research dissertation, and treatment of sensitive issues such as: giving feedback to one’s superiors and peers, disseminating the research to the wider community, and handling interpretations or outcomes which may be perceived negatively by the organization involved. - more case examples and reflective exercises taken from a wide variety of organizational settings to aid students and researchers whatever their background discipline.

Grassroots organizing and collective action have always been fundamental to American democracy but have been burgeoning since the 2016 election, as people struggle to make their voices heard in this moment of societal upheaval. Unfortunately much of that action has not had the kind of impact participants might want, especially among movements representing the poor and marginalized who often have the most at stake when it comes to rights and equality. Yet, some instances of collective action have succeeded. What’s the difference between a movement that wins victories for its constituents, and one that fails? What are the factors that make collective action powerful? Prisms of the People addresses those questions and more. Using data from six movement organizations—including a coalition that organized a 104-day protest in Phoenix in 2010 and another that helped restore voting rights to the formerly incarcerated in Virginia—Hahrie Han, Elizabeth McKenna, and Michelle Oyakawa show that the power of successful movements most often is rooted in their ability to act as “prisms of the people,” turning participation into political power just as prisms transform white light into rainbows. Understanding the organizational design choices that shape the people, their leaders, and their strategies can help us understand how grassroots groups achieve their goals. Linking strong scholarship to a deep understanding of the needs and outlook of activists, Prisms of the People is the perfect book for our moment—for understanding what’s happening and propelling it forward.

Social theory of management efficiency - covers managerial motivation, decision making, business organization, communication, etc. Bibliography pp. 183 to 192.