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Back on Track: A Systems-Psychodynamic Approach to the Recovery of Organizations After a Crisis
內容大綱
The idea that "statistics are enough" is prevalent within stable organizations; however, this framework is not enough to understand organizational change. Data-especially less visible data-is necessary. This book explores the intersecting social systems of organizations and looks at organizational challenges in a new light. Each chapter is written by a different author and provides thoughts useful in context; rather than offering one-size-fits-all solutions, the authors construct pathways for exploration and experimentation, starting with the "why" behind organizational challenges before moving on toward "how:" practical ways to change. Business leaders and followers will benefit from this text, learning to uncover and frame the dynamics that influence change and crisis on all levels-individual, group, and organizational. Businesspeople can and should look into the less visible parts of organizational life; this can change the world of work. Chapter 2 discusses organizational crisis and related systems-psychodynamic concepts, focusing on crises that are ultimately self-inflicted (e.g., underperformance, mismanagement, poor decision-making). Five case examples of recovery are given; a defining characteristic of these cases is their use of a bottom-up approach instead of the more typical top-down approach. A framework based on these cases is described to help organizations recover after a cumulative crisis. Several systems-psychodynamic concepts are woven into this framework-including emotional capital, the relational system theory, and fair process-which call for a more holistic leadership style when facing recovery challenges. The framework is tested on ABN AMRO's recovery, which confirms the theoretical foundation and suggests that it is an effective model for developing a comprehensive recovery strategy.