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Imaginization: new mindsets for seeing, organizing and managing

Author: Morgan, Gareth Publisher: Berrett-Koehler Publishers, 1997. ; Sage, 1997.Edition: 1st paperback ed.Language: EnglishDescription: 347 p. : Ill. ; 23 cm.ISBN: 076191269XType of document: BookBibliography/Index: Includes bibliographical references and index
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Item type Current location Collection Call number Status Date due Barcode Item holds
Book Europe Campus
Main Collection
Print HD38 .M67 1997
(Browse shelf)
Available 32419001262445
Total holds: 0

Includes bibliographical references and index


Imagin.i.zation New Mindsets for Seeing, Organizing and Managing Contents Preface 1. Imaginization: Introducing A New Competence for Turbulent Times xxvii Shows how we can mobilize our capacities for imaginization to develop new ways of organizing and dealing with change. 1 2. Looking in the Mirror Illustrates how we can use imaginization as a means of reimaging ourselves and our managerial styles, and find new means of adding value as managers in flat, flexible, decentralized organizations where hierarchical styles no longer work. 21 3. Strategic Termites Illustrates how we can develop an approach to the management of change that avoids the pitfalls, traps, and constraints imposed by rigid plans. Demonstrates some of the practical implications of modern theories of selforganization, showing how order can emerge from chaos and how visionary change can be steered in incremental, unplanned ways. 41 4. On Spider Plants Explores how it's possible to create and manage decentralized organizations that can evolve and self-organize in an open yet controlled way. Offers ideas and guidance on how managers wrestling with the demands of multiple teams, projects and differentiated business units can manage through "umbilical cords." These create the space and autonomy in which new initiatives can grow and 63 flourish, while respecting the need for integration and accountability within the organization as a whole. 5. "Political Football" Explores the dilemmas and difficulties in steering organizational change in a highly politicized context. Illustrates how we can mobilize our capacities for imaginization to reframe complex problems and produce successful outcomes. 91 6. "We're a Blob Out of Water" Illustrates how new images can be used to clarify and consolidate innovative forms of organization, and the difficulties that can arise when interacting with people and organizations favoring a more bureaucratic style. 125 7. "Futureblock" Provides a case study on how organizations can get caught in patterns that block change, and illustrates some methods through which an organization's pathologies can be identified and explored. Shows how imaginization can be used to develop creative modes of understanding so that new space for dialogue about core problems can emerge. 141 8. "Boiling Dry" Illustrates how the process of imaginization can be used to "read" and reshape the development of organizational change projects. Shows how managers, consultants and other "change agents" can mobilize staff images and metaphors to create dialogue and understanding about key organizational problems and challenges for future development. 175 9. Imaginizing Teamwork Shows how teamwork is a process of imaginization. Explores how conventional understandings of teamwork have drawn on a limited range of metaphors, and how it's possible to imaginize new forms. 195 10. Picture Power Demonstrates the enormous creativity that's waiting to be tapped in most organizations. Shows how employees have a capacity to generate powerful images for capturing core organizational problems and for shaping strategies for change. 215 11. Living the Message Shows how our capacities for imaginization can be used to generate "lived messages" where actions speak louder than words. Provides a means whereby managers can break the rhetoric and cynicism immobilizing their organizations by developing powerful learning experiences. 235 12. Rethinking Products and Services Illustrates how imaginization can be used to develop new perspectives on product and service innovation. 249 13. If You Only Have a Hammer . . . Discusses how imaginization can provide a "creative tool box" through which people can generate their own ways of approaching and managing individual and organizational problems and for reimaging and reshaping the societal challenges of our day. 263 Appendix A: The Theory Behind the Practice Reflects on imaginization as a postmodern theory of organization and management creating modes of understanding that can flow with change. The approach integrates theories on the social construction of reality with those on the self-organizing nature of the social world. It emphasizes the relationship between self-identity and capacities for change. 271 Appendix B: A Note on Research Method Presents the action learning principles guiding imaginization as a research strategy and explores some of the new understandings about knowledge that are needed to unlock innovative modes of research. 295 Reflections and Connections Provides a guide to detailed sources and some suggestions for further reading. 313 Bibliography Index About the Author 331 341 349

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