Rationalizing the promotion of non-rational behaviors in organizations
By: SMITH, Peter A.C
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Contributor(s): SHARMA, Meenakshi.
Material type: 
ArticlePublisher: West Yorkshire, England : MCB University Press, 2002Subject(s): Chefe | Aconselhamento | Gestalt Psychology | Employee DevelopmentThe Learning Organization : an international journal 9, 5, p. 197-201Abstract: Contends that organizations designed according to current theories require that traits of leadership and personal responsibility be developed in employees at all levels of the organizations, not just the formal leaders. Asserts that to develop these traists, organizations must strike an adequate balance between rationality/technical efficiency and non-rational factors such as emotion. States that organizations currently operate with a facade of rationality, ignoring emotional reality. Argues that leverage for such change lies in working at team/group level meetings, changing the quality of interactions to enhance authenticity and create emotional openness. Maintains that action learning has so far proven the best vehicle for releasing emotional energy into the workplace if facilitators are utilized who can enrich the action learning process with skills drawn from disciplines such as counseling, Gestalt, psychodynamics, and psychoanalysis. Claims that familiarity with the principles of Eastern philopsophies is also hepful
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
Contends that organizations designed according to current theories require that traits of leadership and personal responsibility be developed in employees at all levels of the organizations, not just the formal leaders. Asserts that to develop these traists, organizations must strike an adequate balance between rationality/technical efficiency and non-rational factors such as emotion. States that organizations currently operate with a facade of rationality, ignoring emotional reality. Argues that leverage for such change lies in working at team/group level meetings, changing the quality of interactions to enhance authenticity and create emotional openness. Maintains that action learning has so far proven the best vehicle for releasing emotional energy into the workplace if facilitators are utilized who can enrich the action learning process with skills drawn from disciplines such as counseling, Gestalt, psychodynamics, and psychoanalysis. Claims that familiarity with the principles of Eastern philopsophies is also hepful
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