ISSN:0160-5682    

DOI:10.1057/jors.1993.95

出版商:Taylor&Francis    

年代:1993

数据来源: Taylor

摘要:

AbstractThis paper concerns the facilitation of working groups whose general aims are to achieve a shared understanding of issues, a sense of common purpose and a mutual commitment to action. We see the main role of the facilitator in such a group as contributing to process and structure, not content. This view is coloured by our assumptions about groups and how their work can be facilitated: that groups have an emotional life which influences and is influenced by each participant who experiences a tension between what is best for the group and what is personally desired, and that the facilitator's main tasks are to see and understand the group life, intervening only to help the group maintain a task orientation to its work. To understand the group the facilitator observes verbal and non-verbal behaviour, attends to relationships between participants and maintains awareness of his or her own feelings. For some work groups, the facilitator can be helped by computers, which provide an effective means externalizing many aspects of group work. By assigning to the computer the information manipulation and communication tasks, group members can concentrate their attention on the judgmental tasks, and the facilitator can attend better to group processes. Effectively used, computers can help a group maximize the creative and minimize the destructive aspects of its life.

ISSN:0160-5682    

DOI:10.1057/jors.1993.96

出版商:Taylor&Francis    

年代:1993

数据来源: Taylor

摘要:

AbstractTheatre provides a powerful metaphor to support thinking about human interactions in organizations. This paper indicates how a dramaturgical approach can illuminate what goes on in OR interventions (as well as, incidentally providing guidance in their prosecution). This perspective emphasizes aspects of the conduct of our work with clients that are too easily neglected, and help us to anticipate how things may turn out. It has a critical bearing upon the practice of OR and upon the training of OR practitioners.

ISSN:0160-5682    

DOI:10.1057/jors.1993.97

出版商:Taylor&Francis    

年代:1993

数据来源: Taylor

摘要:

AbstractThe emphasis in the social sciences has been on developing theory. The emphasis in OR has been on practice. It is argued in this paper that both traditions stand to gain much from close collaboration with each other. As a first step in this argument some highly relevant social science is introduced. As a second step, this is considered in relation to Beer's cybernetics and Checkland's soft systems methodology. These approaches demonstrate how subtle philosophical and sociological judgements can be incorporated in tools for practical action. At the same time, a much enhanced appreciation of the relative strengths of these methodologies is gained by viewing them from a social theory perspective. OR can help social scientists to make their findings usable in practice, and social science can help operational researchers achieve more sophisticated interventions and to learn from those interventions.

ISSN:0160-5682    

DOI:10.1057/jors.1993.98

出版商:Taylor&Francis    

年代:1993

数据来源: Taylor

ISSN:0160-5682    

DOI:10.1057/jors.1993.99

出版商:Taylor&Francis    

年代:1993

数据来源: Taylor

摘要:

AbstractTo some kinds of social scientists and change agents, there is nothing new about the idea of working in multi-organizational fields. To others, however, exposure to such a field can be an unfamiliar, daunting and indeed often bewildering experience. This paper will argue that, despite some progress in recent years, there remains a paucity of well-grounded and well-articulated theory to guide the endeavours of researchers and change agents working between rather than within organizations. It will identify and review five contexts for learning in which relevant experiences have recently been accumulating: these are the contexts of exploratory social research, of implementation research, of community development, of organizational development and of operational research. It is suggested that the development of an appropriate theory calls for a drawing together of experiences and insights from those now working within these various contexts- and especially those who have opportunities to move between one context and another.

ISSN:0160-5682    

DOI:10.1057/jors.1993.100

出版商:Taylor&Francis    

年代:1993

数据来源: Taylor

摘要:

AbstractThis paper is based upon a participatory research project carried out within a local level public organization, concerned with developing a strategy for collaboration with other organizations. Two concepts are introduced,‘collaborative advantage’and‘shared meta-strategy’. The issues surrounding these, which have arisen in the course of the project, are discussed and related to other literature in the area. It is argued that these two concepts, and the associated issues, may be helpful to others wishing to collaborate. However, they should be regarded as a basis for discussion and reinterpretation in the context of any particular collaboration.

ISSN:0160-5682    

DOI:10.1057/jors.1993.101

出版商:Taylor&Francis    

年代:1993

数据来源: Taylor

摘要:

AbstractThis paper addresses two questions. (i) What is the role of emotions in decision-making? (ii) Can emotions be attributed to organizations, and is their role in decisions made between organizations the same as in decisions made between individual people? The answers given to question (ii) are yes and yes. The proposed answer to question (i) is based upon a game-theoretic approach, which considers how emotions may be of strategic benefit to game players.

ISSN:0160-5682    

DOI:10.1057/jors.1993.102

出版商:Taylor&Francis    

年代:1993

数据来源: Taylor

ISSN:0160-5682    

DOI:10.1057/jors.1993.103

出版商:Taylor&Francis    

年代:1993

数据来源: Taylor

ISSN:0160-5682    

DOI:10.1057/jors.1993.104

出版商:Taylor&Francis    

年代:1993

数据来源: Taylor