Paths of change: strategic choices for organizations and society
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Thousand Oaks [u.a.]
Sage Publ.
1997
|
| Ausgabe: | Rev. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XIV, 273 S. Ill., graph. Darst. |
| ISBN: | 0761910174 0803939310 |
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Datensatz im Suchindex
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| adam_text | Contents
List of Diagrams vii
Preface x
Acknowledgments xiii
Introduction: Journey to Resolution 1
The processes we have for resolving complex issues in organization
and society are not adequate to the complexity of our times. I tell
some tales of my personal route to that conclusion.
The current methods of resolution are unable to decide on critical
issues requiring new translogical operations. We need to call on a third
order of change to resolve the issues during this era of rapid transition.
I propose a science of practice, a meta praxis, to identify and
organize methods that transcend the limitations of our existing
methods. I base this science on the assumption that human beings
use diverse and incompatible concepts of reality.
The deepest sources of guidance for working undecidable issues
appear in story and myth, particularly the myths of creation and
heroes tales. The meta praxis recognizes these sources and presents
paths of resolution that employ narrative, historical, and rational
approaches to complex issues.
Interlude I: High Definition TV, 1981 13
Chapter 1. Alternative Realities 17
Consciousness and the use of language leads to the formation of
divergent concepts of reality. Each of these realities is available to
everyone. Due to varying backgrounds, however—natural or
nurtured—each individual is biased in the use of the different
realities.
The biases, and particularly the dominance, among realities greatly
influence one s behavior in stable and predictable ways.
I present a model articulating a universe of four alternative realities.
The properties of the pure realities are striking and lead to new
insights about a number of areas of behavior, including leadership
and follower relations, creativity, and, most centrally, the need for
translogical modes of making choices in complex situations.
Interlude II: A Walk with Philip Slater 52
Chapter 2. The Dialectics of Change 55
The logical discontinuity of the realities indicates that there is no
way to logically move between the realities. Disturbance of any
relationship among the realities leads to conflicts because they do
not share logics, values, criteria of acceptability—they differ
ontologically. Any attempt to make changes engenders conflict.
Conflict is primary. Only through the establishment of cultural
norms is conflict managed and through the use of narratives are
issues resolved.
I explore the strategies we must employ to effect changes,
recognizing that any change will require work involving two or
more realities.
The concepts of change and resolution developed here strongly
suggest a parallel to what Gregory Bateson calls Learning III. Thus I
identify this meta praxis as being founded in an acceptance of
third order change processes.
The third order processes transcend the logical tools that Western
cultures have been using since Aristotle s time, and thus their
development calls for entirely new translogical operations.
Interlude III: Four Games of Chess 73
Chapter 3. Modes of Change 80
Change is accomplished by acts that we traditionally recognize as
design and problem solving. The basic mechanisms of problem
solving create changes in a given reality according to the rules of a
second reality.
1
Problem solving tools can be classified according to what realities
they involve as given and as controlling and how they must be used
accordingly in different paths of resolution.
I identify six classes of familiar tools organized via the model of
alternative realities. They are presented to indicate their appropriate
i relation to the qualities of the users and the strategies of change.
i
Interlude IV: Vision Chants 110
Chapter 4. Paths of Resolution 115
Significant changes, like those required to deal with the complex
issues of contemporary society, are resolved along paths of resolution
underlying the stories that guide our engagements with the issues.
There are two grand archetypal paths that pass through (involve) all
the realities in opposite sequences:
The renaissance path matches closely the path of
return for a better start known from biblical times on.
The revitalization path matches closely the patrilogical planning
model that is commonly used in Western cultures.
Both paths have parallels with historical and ancient spiritual
traditions of transformation.
I also recognize the particular importance of two extreme paths—the
creative and the dialectic—both of which have major roles in resolution.
All remaining paths of social change—political revolution, urban
redesign, organization development, sociotechnical analysis,
liberation theology, and so on—can be viewed as paths of problem
solving passing through a subset of the realities.
Chapter 5. Leaders, Followers, and Cultures 183
The choice of paths of change depends greatly on the availability of
the appropriate types of leaders and populations, perhaps as much
as any other factors, such as culture and economic conditions. The
qualities of both the leaders and their populations are significantly
determined by (or correlated with) the dominant worldviews.
In this chapter, 1 describe
a topology of styles of leadership that is related to the map of
realities and in turn to the paths of resolution.
a first look at a theory of followership that examines the forms of
subordinate relations we see in Western societies, and
the forming of cultures, which calls for differences in the ways we
resolve issues. I suggest two processes of culture formation that
have been important elements of the Western heritage for three
millennia and indicate how two additional culturing processes
develop from this basic pair.
Interlude V: For to Go to School 221
Chapter 6. Courage for the Journey 223
I explore the role of courage in the selection and development of
paths of change and show the relation of courage to the three orders
of change.
In a brief section, I look at the interplay of courage, belief, and logic,
organizing the thoughts of a number of people around the notion
that we live by those propositions whose validity is a function of
our belief in them.
The formal conclusion of my study of meta praxis is that conflict is
avoided by making changes in accordance with the path of the
myths and stories that guide our lives. Change is most effectively
accomplished when we have uncovered the core stories of the
relevant cultures and use our skills and courage to advance along
the paths that are natural to our person, organizations, and culture.
Epilogue: The Querencia and the Arabesque 247
I conclude with an appreciation of the difficulty of the task of
moving beyond the issues that now plague our societies, using two
metaphors, one characterizing the culture in which we live, the other
pointing toward that which may develop.
Notes 251
References 260
Index 266
About the Author 273
List of Diagrams
Chapter 1. Alternative Realities
1.1 Four Realities 23
1.2 Dimensions of Reality 28
1.3 Characteristics of the Pure Realities 30
Chapter 2. The Dialectics of Change
2.1 Paths of Resolution 57
2.2 Conventionalizing and Differentiating 65
2.3 Counterinventions 69
2.4 Counterinventions in the Evolution of an Organization 71
Chapter 3. Modes of Change
3.1 Modes of Change 85
3.2 Degrees of Participation 91
3.3 Methods in the Influence Mode 103
3.4 Controlling Modes of Change 106
Chapter 4. Paths of Resolution
4.1 Transformation in Various Contexts 117
4.2 Contingencies in Systems Change 121
4.3 The Two Grand Paths 126
4.4 The Path of Revitalization 130
4.5 The Path of Renaissance 134
4.6 Site Selection: Phase I 140
4.7 Clustering Confluence 142
4.8 Site Selection: Phase II 143
4.9 Site Selection: Phase HI 145
4.10 Initiation 149
4.11 Rites of Employment 151
4.12 Systems Analysis 160
4.13 Pluralistic Development 165
4.14 Contradictions of the Great Leap Forward 172
vii
viii PATHS OF CHANGE
4.15 The Dialectic Follows Alternative Paths 175
Chapter 5. Leaders, Followers, and Culture
5.1 Leadership Styles 186
5.2 Leaders and Followers 202
5.3 Two Forms of Cultures: Storied and Clustered 205
5.4 Hypothetical Locations 210
5.5 Four Culturing Processes 212
5.6 A Multiculturing Organization 217
Chapter 6. Courage for the Journey
6.1 Evolution of One s Meta Praxis 241
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| title | Paths of change strategic choices for organizations and society |
| title_auth | Paths of change strategic choices for organizations and society |
| title_exact_search | Paths of change strategic choices for organizations and society |
| title_full | Paths of change strategic choices for organizations and society Will McWhinney |
| title_fullStr | Paths of change strategic choices for organizations and society Will McWhinney |
| title_full_unstemmed | Paths of change strategic choices for organizations and society Will McWhinney |
| title_short | Paths of change |
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| title_sub | strategic choices for organizations and society |
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| topic_facet | Organizational change Sozialer Wandel Organisationsentwicklung Organisationswandel |
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