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so that it becomes ‘the way we do things’. However, I suggest that the locus for real transformation (rather than cosmetic changes) can only come from the engine room of change, the formative zone. The problem is that ideas emerging here cannot directly impact on an organsiation,. I suggest they have to be mediated through the transformative zone. This requires people who have the ear of the managing director and the board but who are also close to what is emerging in the shadow side.

REFERENCES TO CHANGE AND COMPLEXITY

Critten P (2006) ‘Towards a Complexity View of the Knowledge Creating Organisation: Organisations from the inside-out’ International Journal of Knowledge, Culture and Change Management Volume 4, 1597-1609

Shaw P (2002) Changing converstaions in organizations – a complexity approach to change Routledge

Snowden D  (2002) ‘Complex acts of knowing : paradox and descriptive self-awareness’ Journal of  Knowledge Management Vol 6, Number 2 2002 pp100-111

Stacey R  D (1996) Complexity and Creativity in Oganizations   San Francisco   Berrett-Koehler

Stacey R  (2001) Complex  Responsive processes in Organizations – Learning and Knowledge creation    Routledge

Stephenson J and Critten P (2003) ‘Maximising benefit from researching learning through work’ American Education Research Association 2003 Paper for Work-Place Learning Symposium

Wenger E (1998) Communities of Practice:  Learning, Meaning and  Identity

Cambridge University Press

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