search query: @journal_id 500 / total: 452
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| Author: | Watts, D. L. |
| Title: | Disorder and contradiction: An empirical perspective on self-organization |
| Journal: | Human Systems Management
1990 : VOL. 9:4, p. 239-248 |
| Index terms: | CYBERNETICS ORGANIZATIONS ORGANIZATIONAL LEARNING BEHAVIOURAL SCIENCE MANAGEMENT ORGANIZATIONAL DESIGN |
| Language: | eng |
| Abstract: | Cognitive, structural, and political barriers are examined in terms of behaviours which appear to inhibit organizational learning. It is argued that these sources of deception are, in fact, built into the design of organizations. It is, however, observed that there are organizations which revise their strategies and reorient their policies. Illustrations from a case study of the USA peace corps of the 1960s will provide the basis for examining internal redundancies and competitive behaviour, and their potential to support conditions of self-organization. This term has been used more for purposes of prescription in the management field than to support analytical insight. Now terms have changed. |
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