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| 008 | 070131s2007 xx ||||gr |0|| 0 eng d | ||
| 100 | 1 |
_aSMITH, Peter A. C _920037 |
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| 245 | 1 | 0 | _aImplications of complexity and chaos theories for organizations that learn |
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_aWest Yorkshire, England : _bMCB University Press, _c2003 |
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| 520 | 3 | _aIn 1996 Hubert Saint-Onge and Smith published an article (The evolutionary organization: avoiding a Titanic fate, in The Learning Organization, Vol. 3 No. 4), based on their experience at the Canadian Imperial Bank of Commerce (CIBC). It was established at CIBC that change could be successfully facilitated through blended application of theory such as system dynamics, and the then emerging notions of chaos and complexity. The resulting enterprise was termed an evolutionary organization (EVO), and CIBC has continued since to re-invent itself with great success. Although the all-embracing nature of chaos and complexity was understood, in retrospect the impact of non-rational people-factors, e.g. emotion, trust, openness, spirituality were underestimated. Introduces the six papers included in this special issue, which illustrate how much more sophisticated chaos and complexity have become in the decade since Hubert Saint-Onge and Smith first began to apply the notions at CIBC. However, although the papers in this issue present some evidence of managerial take-up of chaos and complexity, whether take-off will ever ensue is questionable. It is proposed that, just as in the 1990s, if there is one thing that more than any other stands in the way of exploration and adoption of these ideas, it is management mindsets | |
| 650 | 4 |
_aLearning organizations _916734 |
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| 650 | 4 |
_aLiterature _924039 |
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| 650 | 4 |
_aManagers _917805 |
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| 650 | 4 |
_aMindsets _930841 |
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| 773 | 0 | 8 |
_tThe Learning Organization : an international journal _g10, 6, p. 321-324 _dWest Yorkshire, England : MCB University Press, 2003 _xISSN 0969-6474 _w |
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_a20070131 _b1759^b _cCarolina |
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_a20070215 _b1629^b _cZailton |
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_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c22360 _d22360 |
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| 041 | _aeng | ||