Systems Intelligence – A New Lens on Human Engagement and Action |
From inside the book
Results 1-5 of 55
Page 1
... practices that have proven useful in actual interface with practising managers . I have worked extensively with businesses since the early 1990s giving up to a hundred lectures per year and continuing . The primary working format has ...
... practices that have proven useful in actual interface with practising managers . I have worked extensively with businesses since the early 1990s giving up to a hundred lectures per year and continuing . The primary working format has ...
Page 2
... practices that result . As I see it , philosophy for managers should benefit the manager in terms of : 1. Self - Leadership 2. Understanding Wholes 3. Activity in Complex Environments The pedagogy of philosophy for managers , and the ...
... practices that result . As I see it , philosophy for managers should benefit the manager in terms of : 1. Self - Leadership 2. Understanding Wholes 3. Activity in Complex Environments The pedagogy of philosophy for managers , and the ...
Page 3
... practices”, as Sumantra Ghoshal forcefully argues,6 it is up to the manager to challenge her mental models and implicit theories, and in that process a philosopher can make an invaluable contribution. I perceive philosophy in terms of ...
... practices”, as Sumantra Ghoshal forcefully argues,6 it is up to the manager to challenge her mental models and implicit theories, and in that process a philosopher can make an invaluable contribution. I perceive philosophy in terms of ...
Page 4
... practices, but philosophy for managers must turn to the real world. In the real world, and in a real-world philosophy, style is an integral part of the content. This is a world in which someone like Marshall McLuhan is very much a ...
... practices, but philosophy for managers must turn to the real world. In the real world, and in a real-world philosophy, style is an integral part of the content. This is a world in which someone like Marshall McLuhan is very much a ...
Page 5
... practice . 12 As a writer and advocator of what I would call living philosophy , of the kind relevant for philosophy for managers , de Botton is a towering figure . See de Botton ( 1997 , 2000 , 2005 , and 2006 ) . 13 See in particular ...
... practice . 12 As a writer and advocator of what I would call living philosophy , of the kind relevant for philosophy for managers , de Botton is a towering figure . See de Botton ( 1997 , 2000 , 2005 , and 2006 ) . 13 See in particular ...
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affect control theory Alexander Alexander’s architecture artefacts become behavior Bohm business process cognitive complex concept context create creative cultural decision describe discussion Dourish dynamic emergence emotions environment Esa Saarinen Espoo example experience facilitator feedback feelings focus food acceptance Hämäläinen and Saarinen hedonic Helsinki University holistic ice dancers ice dancing ideas important in-between intelligence in leadership interaction interface intersubjective systems theory Jorma Uotinen leadership and everyday learning living Martin Skotnicky means mental models mind nature nature of order object one’s organizational organizations participants pattern language philosophy for managers positive possible practice process models process simulation projects proprioception psychoanalytic psychology Raimo Saarinen 2007a sensitivity sermon simulation day skating Skotnicky Smeds social encounters social situations Sterman Stern Stolorow and Atwood structures Systems Analysis Laboratory systems intelligence perspective systems intelligent person systems thinking thought understanding University of Technology University Press usability users