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Systems Thinking, Organizational Change and Agency: A Practice Theory Critique of Senge's Learning Organization

机译:系统思考,组织变革与代理:Senge学习组织的实践理论批判

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From its earliest formulations, ‘systems thinking’ has been at the heart of the learning organization, and it provided the inspiration for Senge's widely influential and idealised image of a future characterised by new possibilities for organizational change and human agency. But Senge's vision of learning organizations was always characterized by a practice problematic: he did not define the social practices of learning that would realise the utopian ideals of the learning organization. Change as systems and change as practices, systems theory and practice remain profoundly incompatible. Growing awareness of this issue has led to increasing doubts about the future of the learning organization, and there are mounting calls for new starting points or the final abandonment of the whole concept. Yet despite this sense of disillusionment, there have been few critical appraisals of Senge's legacy from a practice theory perspective that seeks to unravel the links between practice and learning, agency and change. Here, it is argued that Senge's work can be re-conceptualised as a partial fusion of ‘systems thinking’ and learning theories that leads to a concept of organizational learning as a process of system-based organizational change. However, the concept is critically flawed in two major respects. First, as a systems or structural model, it is theoretically flawed, because it cannot theorise the organizing practices by which learning and change occurs in organizations. Second, it is substantively flawed as a practice for increasing the dispersal of human agency, power, knowledge and autonomy within the workplace. It is concluded that Senge's concept of the learning organization now faces its final abandonment as a theoretical and practical guide to organizational change.View full textDownload full textKeywordsPractice theory, systems thinking, organizational change, human agency, learning organizationRelated var addthis_config = { ui_cobrand: "Taylor & Francis Online", services_compact: "citeulike,netvibes,twitter,technorati,delicious,linkedin,facebook,stumbleupon,digg,google,more", pubid: "ra-4dff56cd6bb1830b" }; Add to shortlist Link Permalink http://dx.doi.org/10.1080/14697017.2011.647923
机译:从最早的表述开始,“系统思考”一直是学习型组织的核心,它为Senge的具有广泛影响力和理想化的未来形象提供了灵感,该形象具有组织变革和人为代理的新可能性。但是Senge对学习型组织的愿景始终以有问题的实践为特征:他没有定义学习的社会实践,以实现学习型组织的乌托邦理想。作为系统的改变和作为实践的改变,系统理论和实践仍然深深地不相容。对这个问题的意识日益增强,导致人们对学习型组织的未来产生越来越多的怀疑,并且越来越多的人要求新的起点或最终放弃整个概念。尽管有这种幻灭感,但从实践理论的角度来看,很少有对Senge遗产的批判性评估,以试图揭开实践与学习,代理与变革之间的联系。在这里,有人认为Senge的工作可以重新概念化为“系统思维”和学习理论的部分融合,从而导致组织学习的概念是基于系统的组织变革的过程。但是,该概念在两个主要方面存在严重缺陷。首先,作为系统或结构模型,它在理论上是有缺陷的,因为它不能从理论上对组织进行学习和变革的组织实践进行理论化。第二,作为一种在工作场所内扩大人的代理,权力,知识和自主权传播的做法,它存在实质性缺陷。结论是,Senge的学习型组织概念现在面临着最终的放弃,作为组织变革的理论和实践指南。查看全文下载全文关键字实践理论,系统思考,组织变革,人的代理,学习型组织相关var addthis_config = {ui_cobrand:“泰勒和弗朗西斯在线”,services_compact:“ citeulike,netvibes,twitter,technorati,delicious,linkedin,facebook,stumbleupon,digg,google,更多”,发布号:“ ra-4dff56cd6bb1830b”};添加到候选列表链接永久链接http://dx.doi.org/10.1080/14697017.2011.647923

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