Sinopsis
We use the term complex to describe people, their perceptions, motivations, mindsets, personalities, and so forth, but primarily their behaviors. People’s actions, as expressed by verbal, written, and body language and physical activities, are what impact others directly. Organizations include people and thus are also complex. However, as Covey states, “In a very real sense there is no such thing as organizational behavior. There is only individual behavior collectivized in organizations” (Covey, 2004, p. 102). Typical organizations try to utilize people, processes, and technologies to accomplish specific goals. Often there are “systems” involved. A system can be thought of as a collection of elements (e.g., people, processes, and technologies) that is intended to achieve a purpose that is greater than any subset of the elements. When systems include people, they are also complex.
Content
- Definition of Complexity and Its Impact on Organizations
- The Nature of Being Human
- How to Build Trust
- Collective Group Dynamics: A New View of High-Performance Teams
- Application of Theory
- Wicked Problems and MUVEs: Understanding Human Interactions through Multiuser Virtual Environments
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