Listing 1 - 10 of 24 | << page >> |
Sort by
|
Choose an application
"The first component of intelligence involves effective adaptation to an environment. In order to adapt effectively, organizations require resources, capabilities at using them, knowledge about the worlds in which they exist, good fortune, and good decisions. They typically face competition for resources and uncertainties about the future. Many, but possibly not all, of the factors determining their fates are outside their control. Populations of organizations and individual organizations survive, in part, presumably because they possess adaptive intelligence; but survival is by no means assured. The second component of intelligence involves the elegance of interpretations of the experiences of life. Such interpretations encompass both theories of history and philosophies of meaning, but they go beyond such things to comprehend the grubby details of daily existence. Interpretations decorate human existence. They make a claim to significance that is independent of their contribution to effective action. Such intelligence glories in the contemplation, comprehension, and appreciation of life, not just the control of it."-from The Ambiguities of Experience In The Ambiguities of Experience, James G. March asks a deceptively simple question: What is, or should be, the role of experience in creating intelligence, particularly in organizations? Folk wisdom both trumpets the significance of experience and warns of its inadequacies. On one hand, experience is described as the best teacher. On the other hand, experience is described as the teacher of fools, of those unable or unwilling to learn from accumulated knowledge or the teaching of experts. The disagreement between those folk aphorisms reflects profound questions about the human pursuit of intelligence through learning from experience that have long confronted philosophers and social scientists. This book considers the unexpected problems organizations (and the individuals in them) face when they rely on experience to adapt, improve, and survive. While acknowledging the power of learning from experience and the extensive use of experience as a basis for adaptation and for constructing stories and models of history, this book examines the problems with such learning. March argues that although individuals and organizations are eager to derive intelligence from experience, the inferences stemming from that eagerness are often misguided. The problems lie partly in errors in how people think, but even more so in properties of experience that confound learning from it. "Experience," March concludes, "may possibly be the best teacher, but it is not a particularly good teacher."
Electronic books. -- local. --- Experience -- Social aspects. --- Intellect -- Social aspects. --- Organizational learning. --- Organizational learning --- Experience --- Intelligence --- Management --- Business & Economics --- Management Styles & Communication --- Social aspects --- Intellect --- Social aspects. --- Learning organizations --- Knowledge, Theory of --- Philosophy --- Psychology --- Reality --- Pragmatism --- Learning --- Communities of practice --- Knowledge management --- Human intelligence --- Mind --- Ability --- Thought and thinking --- E-books
Choose an application
Organization --- Decision making --- #SBIB:35H302 --- Deciding --- Decision (Psychology) --- Decision analysis --- Decision processes --- Making decisions --- Management --- Management decisions --- Choice (Psychology) --- Problem solving --- Organisation --- Organisatieleer: processen --- Decision making. --- Organization.
Choose an application
Choose an application
Choose an application
Organization theory --- Decision making. --- Besluitvorming --- #SBIB:35H410 --- #SBIB:35H412 --- Decision making --- Deciding --- Decision (Psychology) --- Decision analysis --- Decision processes --- Making decisions --- Management --- Management decisions --- Choice (Psychology) --- Problem solving --- Beleidscyclus: algemene werken --- Beleidscyclus: vaststelling, besluitvorming --- Besluitvorming.
Choose an application
Political systems --- Democracy --- Democratie --- Démocratie --- Gouvernement représentatif --- Inspraak in het beleid --- Overlegcultuur --- Parlementarisme --- Parliamentary government --- Political representation --- Representation --- Representative government and representation --- Self-government --- Volksvertegenwoordiging --- 321.7 --- #SBIB:324H40 --- #SBIB:324H20 --- #SBIB:321H30 --- #SBIB:AANKOOP --- Constitutional history --- Constitutional law --- Political science --- Elections --- Republics --- Suffrage --- Equality --- Democratie. Plurale samenleving. Pluralisme. Democratische pluraliteit--(moderne democratie politieke stelsels) --- Politieke structuren: algemeen --- Politologie: theorieën (democratie, comparatieve studieën….) --- Hedendaagse politieke en sociale theorieën (vanaf de 19de eeuw): algemeen (incl. utilitarisme, burgerschap) --- 321.7 Democratie. Plurale samenleving. Pluralisme. Democratische pluraliteit--(moderne democratie politieke stelsels)
Choose an application
Sociological theory building --- Social sciences --- Mathematical models --- -Behavioral sciences --- Human sciences --- Sciences, Social --- Social science --- Social studies --- Civilization --- -Mathematical models --- Social sciences - Mathematical models
Choose an application
Sociology of organization --- Organizational change --- By-laws --- Changement organisationnel --- Sociétés --- Case studies. --- Cas, Etudes de --- Statuts --- Stanford University --- Administration. --- 378.1 --- 378.4 <73 STANFORD> --- 658.31 --- Interne organisatie. Universitaire autonomie --- Universiteiten--Verenigde Staten van Amerika. VSA. USA--STANFORD --- Relations between employers and employees. Industrial relations (labour relations) --- 658.31 Relations between employers and employees. Industrial relations (labour relations) --- 378.4 <73 STANFORD> Universiteiten--Verenigde Staten van Amerika. VSA. USA--STANFORD --- 378.1 Interne organisatie. Universitaire autonomie --- Sociétés --- Bye-laws --- Bylaws --- Articles of incorporation --- Associations, institutions, etc. --- Leland Stanford Junior University --- Leland Stanford Jr. University --- Universidad de Stanford --- Stėnfordskiĭ universitet --- Dānishgāh-i Istānfūrd-i Kālīfurniyā --- By-laws. --- Organizational change - United States - Case studies --- By-laws - United States - Case studies
Choose an application
Politics --- Theory of the state --- Organization --- Political science --- Public institutions --- State, The --- Organisation --- Science politique --- Etablissements publics --- Etat --- #SBIB:324H20 --- #SBIB:324H40 --- #SBIB:35H300 --- #SBIB:35H100 --- #SBIB:001.IO --- Administration --- Commonwealth, The --- Sovereignty --- Government institutions --- Institutions, Public --- Institutions, State --- State institutions --- Associations, institutions, etc. --- Civil government --- Government --- Political theory --- Political thought --- Science, Political --- Social sciences --- Management --- Politologie: theorieën (democratie, comparatieve studieën….) --- Politieke structuren: algemeen --- Organisatieleer: algemene werken --- Bestuurlijke organisatie: algemene werken --- Politieke filosofie --- Politieke filosofie.
Choose an application
College presidents --- Universities and colleges --- Universités --- Présidents et recteurs d'université --- Administration --- 65.012.4 --- Management. Directorate. Technique and methods of management --- 65.012.4 Management. Directorate. Technique and methods of management --- College presidents - United States --- Universities and colleges - Administration - United States --- Universités - Etats-Unis - Administration --- Présidents et recteurs d'université - Etats-Unis
Listing 1 - 10 of 24 | << page >> |
Sort by
|