Xem mẫu
264 References
Prusak, L. “Where Did Knowledge Management Come From?” IBM Systems Journal 40, no. 4 (2001): 1002–6.
Ran, Bing, and P. Robert Duimering. “Imaging the Organization: Language Use in Organi-zational Identity Claims.” Journal of Business and Technical Communication 21, no. 2 (2007): 155–87.
Reich, Robert. The Work of Nations: Preparing Ourselves for 21st Century Capitalism. New York: Alfred A. Knopf, 1991.
Rich, Ben R., and L. Janos, Skunk Works: A Personal Memoir of My Years at Lockheed. New York: Back Bay, 1994.
Rising, Linda. “Agile Meetings.” Software Testing and Quality Engineering (STQE) Magazine, May–June (2002): 42–6.
Rising, Linda, and Norman S. Janof. “The Scrum Software Development Process for Small Teams.” IEEE Software, July/August (2000).
Rittel, Horst, and Melvin Webber. “Dilemmas in a General Theory of Planning.” Policy Sciences 4 (1973): 155–69.
Roethlisberger, Fritz. J., William J. Dickson, and Harold A. Wright. Management and the Worker: An Account of a Research Program Conducted by the Western Electric Company, Hawthorne Works, Chicago (Cambridge, MA: Harvard University Press, 1939).
Romzek, Barbara S., and Melvin J. Dubnick. “Accountability in the Public Sector: Lessons from the Challenger Tragedy.” Public Administration Review 47, no. 3 (1987).
Rose, Mike. The Mind at Work: Valuing the Intelligence of the America Worker. New York: Viking, 2004.
Rosner, David, and Gerald Markowitz, eds. Dying for Work: Workers Safety and Health in Twentieth Century America. Bloomington: Indiana University Press, 1987.
Sandelands, Lloyd, and Robert Drazin. “On the Language of Organization Theory.” Organization Studies 10, no. 4 (1989): 457–77.
Sanders, Lisa. Every Patient Tells a Story: Medical Mysteries and the Art of Diagnosis. New York: Random House, 2009.
Sandow, Dennis, and Ann Murray Allen. “The Nature of Social Collaboration: How Work Really Gets Done.” Reflections: The SoL Journal 6, nos. 4–5 (2005): 1–14.
Schön, Donald. The Reflective Practitioner: How Professionals Think in Action. New York: Basic Books, 1983.
Schrage, Michael. No More Teams: Mastering the Dynamics of Creative Collaboration. New York: Currency Doubleday, 1995.
Schutz, Alfred. The Phenomenology of the Social World. Translated by G. and F. Lehnert Walsh. London: Heinemann Educational Books, 1972.
Schwaber,Ken.“SCRUMDevelopmentProcess.”n.d.(https://wiki.state.ma.us/confluence/ download/attachments/16842777/Scrum+Development+Process.pdf).
Senge, P., A. Kleiner, C. Roberts, R. Ross, G. Roth, and B. Smith. The Dance of Change: The Challenges to Sustaining Momentum in Learning Organizations. New York: Doubleday/Currency, 1999.
Shirky, Clay. Here Comes Everybody: The Power of Organizing without Organizations. New York: The Penguin Press, 2008.
Solomon, Robert C., and Fernando Flores. Building Trust: In Business, Politics, Relation-ships, and Life. New York: Oxford University Press, 2001.
Sparks, Allister. The Mind of South Africa: The Story of the Rise and Fall of Apartheid. London: Mandarin, 1990.
References 265
Spretnak, Charlene. The Resurgence of the Real: Body, Nature, and Place in a Hypermodern World. Reading, MA: Addison-Wesley, 1997.
Stewart, Matthew. The Management Myth: Why the Experts Keep Getting It Wrong. New York: W.W. Norton and Company, 2009.
Stone, Douglas, Bruce Patton, and Roger Fisher. Difficult Conversations: How to Discuss What Matters Most. New York: Penguin Books, 2000.
Sutherland, Jeff, and Ken Schwaber, “The Scrum Papers: Nuts, Bolts, and Origins of an Agile Framework.” 2011 (http://jeffsutherland.com/ScrumPapers.pdf).
Szulanski, Gabriel. “Exploring Internal Stickiness: Impediments to the Transfer of Best Practice within the Firm.” Strategic Management 17, Special Issue (1996): 27–43.
Takeuchi, Hirotaka and Ikujiro Nonaka, “The New New Product Development Game,” Harvard Business Review 64, no. 1 (1986): 137–46.
Taptiklis, Theodore. Unmanaging: Opening up the Organization to Its Own Unspoken Knowledge. London and New York: Palgrave Macmillan, 2008.
Taylor, Fredrick Winslow. The Principles of Scientific Management. New York: W.W. Norton, 1911. Reprint, 1967.
Taylor, Frederick Winslow. “The Principles of Scientific Management.” Bulletin of the Taylor Society, December (1916).
Thatchenkery, Tojo, and Carol Metzker. Appreciative Intelligence: Seeing the Mighty Oak in the Acorn. San Francisco, CA: Berrett-Koehler Publishers, 2006.
Tietze, Susanne, Laurie Cohen, and Gill Musson. Understanding Organizations through Language. London: SAGE Publications, 2003.
Trist, E., and W. Bamforth. “Some Social and Psychological Consequences of the Long Wall Method of Coal-Getting.” Human Relations 4 (1951): 3–38.
Trist, E, and C. Sofer. Exploration in Group Relations. Leicester, UK: Leicester University Press, 1959.
Truzzi, Mario, ed. Verstehen: Subjective Understanding in the Social Sciences. Reading, MA: Addison-Wesley, 1974.
Vaughan, Diane Lessons Learned in the Challenger Launch Decision: Risky Technology, Culture, and Deviance at NASA. Chicago, IL: The University of Chicago Press, 1996.
Von Krogh, Georg, K. Ichijo, and Ikujiro Nonaka. Enabling Knowledge Creation: How to Unlock the Mystery of Tacit Knowledge and Release the Power of Innovation. New York: Oxford University Press, 2000.
Warnke, Georgina. Gadamer: Hermeneutics, Tradition and Reason. Cambridge: Polity Press, 1987.
Watts, Duncan J. “Relationship Space: Meet Your Network Neighbors.” Wired 11.06 (2003).
Watts, Duncan J. “Decentralized Intelligence: What Toyota Can Teach the 9/11 Commis-sion About Intelligence Gathering.” (www.slate.com/id/2104808/).
Weber, Max. The Theory of Social and Economic Organisation. Translated by A.M Henderson and Talcott Parsons. Edited by Talcott Parsons. New York: The Free Press, 1964.
Weber, Max. “Objectivity in Social Science and Social Policy.” In Understanding and Social Inquiry, edited by F.R Dallmayr and T.A. McCarthy. Notre Dame: University of Notre Dame Press, 1977: 24–37.
Weick, Karl E. “Educational Organizations as Loosely Coupled Systems.” Administrative Science Quarterly 21, no. 1 (1976): 1–19.
266 References
Weick, Karl E. Sensemaking in Organizations. Thousand Oaks, CA: SAGE Publica-tions, 1995.
Wenger, Etienne. “Communities of Practice: The Social Fabric of a Learning Organiza-tion.” The Healthcare Forum Journal 39 no. 4 (1996): 20–5.
Wenger, Etienne. Communities of Practice: Learning, Meaning, and Identity. New York: Cambridge University Press, 1998.
Wenger, Etienne. “Knowledge Management as a Doughnut: Shaping Your Knowledge Strategy through Communities of Practice.” Ivey Business Journal, January/February (2004): 1–8.
Westwick, Peter J. “Reengineering Engineers: Management Philosophies at the Jet Propul-sion Laboratory in the 1990s.” Technology and Culture 48, no. 1 (2007): 67–91.
Westwood, Robert, and Stephen Linstead, eds. The Language of Organization. London: SAGE Publications, 2001.
Wheatley,MargaretJ.LeadershipandtheNewScience:LearningAboutOrganizationfrom an Orderly Universe. San Franscisco: Berrett-Koehler Publishers, 1992.
Willmot, Hugh. “Bringing Agency (Back) into Organizational Analysis: Responding to the Crisis of (Post)Modernity.” In Towards a New Theory of Organizations, edited by John Hassard and Martin Parker. London and New York: Routledge, 1994: 87–130.
Winner, Langdon The Whale and the Reactor: A Search for Limits in an Age of High Technology. Chicago: University of Chicago Press, 1986.
Winograd, Terry, and Fernando Flores. Understanding Computers and Cognition: A New Foundation for Design. Indianapolis, IN: Addison-Wesley, 1986.
Wood, Martin. “Cyborg: A Design for Life in the Borderlands.” Emergence 1, no. 3 (1999): 92–104.
Wright, Ronald. A Short History of Progress. New York: Carroll and Graf, 2004.
Zorn, T.E., L.T. Christensen, and G. Cheney. Do We Really Want Constant Change? San Francisco: Berrett-Koehler, 1999.
INDEX
Note: page number followed by n means the entry is in the notes at the end of the book.
Abram, David
humans’ caretaking place in the world, 74 the world “exceeds our grasp,” 207
accountability (peer-to-peer), 56, 120, 132, 184, 189, 197, 215
a watch-word of stewardship, 151 a way of being, 164–5
contrasted with compliance, 165–6 conversations for, serve two purposes,
167–8
replacing compliance with, 173–8 the public face of responsibility, 163
activists taking charge at work, 4, 124 business as usual is not an option, 170 conversations for aligning, what to do, 156,
169
creating a new language of work, 148–9 face three kinds of challenges, 134–5 finding partners, 193–4
following the examples of agile programmers, 137
framing the options for, 60
getting hierarchy out of the way, 180–1; not on management’s terms, 187–8; flying under the radar, 188–90; information technology (IT) has a limited role, 190–2
keeping each other engaged, 196–7 knowing your purpose, 194–5 questions for, 148, 197
roles of, 151
walk a tightrope, 147 where to begin, 138
agile (approach to software programming) 113–19, 238n, 239n
agile manifesto, 113
care is secret ingredient in, 120
practices contrasted with waterfall method, 113–14, 116–17
response to limitations of management methods, 114
role of standups and questions to ask, 118–19 “scrum” explained, 118–19
adaptive work, 93, 109, 161, 185, 237n contrasted with technical work, 93
from the “dance floor” and “balcony,” 185, 250n
involves values, attitudes, beliefs, relationships, 109–10, 161, 185
leading, 185 aligning
about negotiating meaning, 162 accountability is essential for, 167 always a temporary state, 94
can be hard work, 152–3 conversations enable, 71, 153
ending apartheid in South Africa, 95, 186–7
has to with attitudes, values, relationships (adaptive work), 109, 153, 230n, 233n
hierarchy is an obstacle to, 180 intensely social, 137
policy issues and, 246–7n
the “bottom line” of organizing, 94, 183 alignment
and the goodness of work, 203
can be interpreted in a mechanical way, 233n does not mean equal commitment or common
goals, 96
Etienne Wenger’s view, 56 explained and contrasted with the
management concept, 95–6 in the view from the top, 95
is in the eyes of participants, 95, 96 produces synergy, 76, 228n appreciative inquiry, 246n
Bennie, Jeff, author of Jeff’s journal, 26, 29 Benner, Patricia, writing about care, 123 bottom line, see efficiency
267
268 Index
boundaries in networks
are more visible from the “balcony” than on the “dance floor,” 185
few among friends and close associates, 76 loose and flexible, never clear, 41, 42, 159 negotiating (a thread in the work of
organizing), 86–91
organizing across, 134–5, 168–9, 187
BP (oil company, aftermath of rig explosion), 210, 255n, 256n
breakdowns at work, 9–13
behind these, 22–3; missing conversations, 154, 157
differences in outlooks contribute to, 114 large scale, 9–10
smaller scale, 10–11
systemic and systematic, 12–13 when people don’t care, 127
with tragic consequences, 11–12, 219n Brown, John Seely and Paul Duguid, knowledge
as “sticky” or” leaky,” 76
bureaucracy is bad for knowledge-work, 5, 22, 76, 170
see also hierarchy, competition at work business books
offer simple recipes, 8
steer clear of organizing, motives, values, 25–6
tell a misleading story, 9 don’t explain good work, 200
business process reengineering (BPR), 235–6n at Jet Propulsion labs, 104–6
processes became tools, 106
the real work of organizing is missing, 109–12 unfilled promise, 103–4
care in work
essential to good work, bridging boundaries, sharing knowledge, 123–4
necessary for human-centered work, 120 nursing compared with data-oriented medical
practice, 122–3
practical and has to do with relationships, moral stance, 123–4; communities of practice, 133
secret ingredient of agile practices, 121 case studies
the work of organizing (a reorg), 78–80 why strategic initiatives fail: BPR at Jet
Propulsion Labs, 104–5; creating
Department of Homeland Security, 107–9
change
happens through action, 179 shouldn’t try to win support for it on
management’s terms, 187
the myth that employees always resist it, 81, 229n
change management
employees prejudiced against, 11, 249n initiatives at Jet Propulsion Labs, 104 “whole systems change,” 179
Chaplin, Charles, Modern Times (1936), images of industrial work, 65
Churchill, Winston, what he said about democracy applies to organizing, 44
collaboration, 76, 96, 191, 214, 219n, 220n as a “safety net,” 142
bureaucracy, hierarchy, and competition are obstacles to, 13, 171
chemistry of 46–7
hinges on good relationships, 181 importance to agile programmers, 114, 121 IT departments don’t get it, 191–2
management favors competition over, 22, 135 communities of practice (CoP), 227n, 229n,
242n
an alternative to compliance, 127, 132 in the hands of consultants became a
management tool, 129 exhibit the spirit of ubuntu, 133 few groups qualify, 128–9
photocopier repair technicians as example of, 129–32: do good work without constant oversight, 130; demonstrate caring relationships, 132; organize themselves, 131
competition at work, 132, 141, 158, 211 accounts for poor team-work, 11
an obstacle to sharing knowledge, aligning, 59 claimed to promote efficiency, 136, 141 contributes to systematic breakdowns, 13
cut-throat, the antithesis of cooperation, 134, 214
economists’ claims for it are unfounded, 243n encourages lack of responsibility, 158
compliance
alternatives to control with, 126–9, 142 contrasted to accountability, 165–6
is central to management, 37, 59, 170, 199, 230n, 248n, 249n
management confuses it with accountability, 140, 164, 167, 247
undermines creativity, 83–5, 188
...
- tailieumienphi.vn
nguon tai.lieu . vn