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gareth_morgan [2008/02/26 22:55]
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gareth_morgan [2008/02/26 23:01]
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     * Was completed untrained in the field, and had to discover the field by self     * Was completed untrained in the field, and had to discover the field by self
     * Learned as he went     * Learned as he went
-    * Influenced by Chris Argyris and humanistic psychologies,​ came across Burns & Stalker the management of innovation, which characterized mechanistic and organic models+    * Influenced by [[Chris Argyris]] and humanistic psychologies,​ came across ​[[Burns & Stalker]] the management of innovation, which characterized mechanistic and organic models
     * Turbulent then needed organic     * Turbulent then needed organic
     * Case studies with grounded research     * Case studies with grounded research
     * Then picked up some systems thinking, and other aspects of organizational management     * Then picked up some systems thinking, and other aspects of organizational management
-    * Pivotal point, when Gibson Burrell joined as a young lecturer at the university, working on his Ph.D. +    * Pivotal point, when [[Gibson Burrell]] joined as a young lecturer at the university, working on his Ph.D. 
-    * Collaboration: ​ Gibson brought sociology, and Gareth brought management, then wrote Sociological Paradigms, published 1979+    * Collaboration:  ​[[Gibson ​Burrell]] ​brought sociology, and [[Gareth ​Morgan]] ​brought management, then wrote "Sociological Paradigms ​and Organisational Analysis"​, published 1979
     * This launched into the intersection of social philosophy and organization studies     * This launched into the intersection of social philosophy and organization studies
     * Got interested in systems thinking as a foundation     * Got interested in systems thinking as a foundation
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     * Tavistock got drawn into the periphery     * Tavistock got drawn into the periphery
     * Was involved in trying to understand systems thinking, interpretive psychological approaches, Marxism: ​ became a quasi-philosopher,​ as much as an untrained accountant could     * Was involved in trying to understand systems thinking, interpretive psychological approaches, Marxism: ​ became a quasi-philosopher,​ as much as an untrained accountant could
-    * Eric read Sociological Paradigms, which drew Gareth into the Wharton program+    * [[Eric Trist]] ​read "Sociological Paradigms ​and Organisational Analysis"​, which drew Gareth into the Wharton program
  
-    * Then got involved in "​Beyond Methods",​ with 21 contributions,​ no systems thinkers except for Gerry Sussman +    * Then got involved in "​Beyond Methods",​ with 21 contributions,​ no systems thinkers except for [[Gerry Sussman]] 
-      * Gerry Sussman may have introduced Gareth to Eric+      * [[Gerry Sussman]] may have introduced Gareth to [[Eric Trist]]
  
-  * Then an book on organizational symbolism, and then wrote Images of Organization,​ which included a chapter on flex and transformation +  * Then an book on organizational symbolism, and then wrote "Images of Organization", which included a chapter on flex and transformation 
-    * Rounded out with Maruyama second cybernetics,​ Club of Rome, Marxian ​dialect+    * Rounded out with Maruyama second cybernetics,​ Club of Rome, Marxian ​dialectic
     * 1986     * 1986
    
-  * Moved to executive education, wrote Imaginization in 1993 +  * Moved to executive education, wrote "Imaginization" ​in 1993 
-    * The thesis of Images of Organization+    * The thesis of "Images of Organization"
     * Took the mode of metaphor into managerial styles, teamwork, organization consulting techniques     * Took the mode of metaphor into managerial styles, teamwork, organization consulting techniques
     * Tried to find new ways to create new theories of organizations,​ e.g. spider plant model as decentralized     * Tried to find new ways to create new theories of organizations,​ e.g. spider plant model as decentralized
  
-  * Got interested in managing change, now called emergent change programs (as opposed to planned change, Bennis)+  * Got interested in managing change, now called emergent change programs (as opposed to planned change, ​[[Warren ​Bennis]])
     * Developed the 15% approach to change     * Developed the 15% approach to change
     * Interested in how small changes can lead to large effects     * Interested in how small changes can lead to large effects
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     * 1986, went more into complexity and emergence     * 1986, went more into complexity and emergence
     * Did a lot of work with VHA (Voluntary Hospital Association),​ which became known as the Plexus Institute     * Did a lot of work with VHA (Voluntary Hospital Association),​ which became known as the Plexus Institute
-    * Kurt Lindberg, who has spent last years introducing complexity science into health care +    * [[Kurt Lindberg]], who has spent last years introducing complexity science into health care 
-    * They'​ve brought people from Santa Fe Institute, e.g. John Holland, and management (Gareth) and practitioners (heads from hospitals)+    * They'​ve brought people from Santa Fe Institute, e.g. [[John Holland]], and management (Gareth) and practitioners (heads from hospitals)
     * Post-Action-Learning-Group,​ post York University, Gareth got aligned with them.     * Post-Action-Learning-Group,​ post York University, Gareth got aligned with them.
  
gareth_morgan.txt · Last modified: 2015/01/31 23:55 (external edit)