Organizational traps : leadership, culture, organizational design /
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| Format: | eBook |
| Language: | English |
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Oxford ; New York :
Oxford University Press,
2012.
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| Online Access: | Connect to the full text of this electronic book |
Table of Contents:
- Introduction : What do traps and their consequences look like? ; Traps can lead to disaster
- Part I. Why we act against our own stated interests : How we deal with difficult situations : The Department of State and Secretary Rusk ; Traps are universal ; Intel Corporation ; Effects of unilateral leadership ; The perniciousness of traps
- Actions that trap us : The left-hand-right-hand case method ; Directions for completing the left-hand-right-hand case ; A preliminary view of the cases ; Case 1. Submerging the primary issue ; Case 2. CLosed to learning ; Case 3. Competing methods ; Case 4. Easing in ; Case 5. The CEO and the IT group ; Case 6. Advanced MBAs
- Causes of traps : A theory of action ; How we create traps ; How Model I theory-in-use and defensive reasoning lead to traps
- Part II. How conventional approaches bypass traps, and what to do about it : Leadership and traps : The quantitative approach ; Leadership: a historiometric approach ; Leadership: qualitative approaches ; Becoming a conflict competent leader ; Narcissistic leaders and other personality types ; Appreciative inquiry ; Competing commitments ; Inadequacies of current management research
- Culture, leadership, and traps / co-author, Ian Smith : Productive and counterproductive cultures ; The Andy case ; The Royal/Dutch Shell case ; Reflecting on cultures and traps
- Strengthening new approaches : Seeking help from outside consultants ; The collaborative community ; Structural approaches ; The ambidextrous organization ; Human potential
- Conclusion : Traps and the human predicament : The attempt to fine new ways forward ; Helping moon shots to succeed ; The human predicament.