附註:Includes bibliographical references (pages 197-202) and index.
Cover -- Contents -- Tables and Figures -- Preface -- Introduction58; Getting the Picture -- A BEGINNING -- THE NEED FOR CHANGE -- 146; The Destruction of Balance in Our Personal and Professional Lives and the Need for a Change -- Statement of the Problem -- Definition of Terms -- Personal and Organizational Movement -- The Challenge to Think Differently58; Explorations into Our Organizational Thinking and Its Impact on Our Lives -- Thinking Styles -- Thinking Applications -- 346; Exploring the Concept of Congruence58; The Makings of C -- Psychological Impact on Organizational Actions -- Business Performance Theories -- Humanistic Psychology58; Impact on Congruence Theory and Thinking -- The Culture Shift -- The Impact of Ethics on the Issues of Organizational Congruence -- Shareholder45;Based Ethical Thinking -- The Impact of Anthropology on the Issue of Organizational Congruence -- The Beginning58; Functionalism and Industrial Anthropology -- Organizational Anthropology and Sociology in the Current Era -- The Issues of Congruence and the Need for a New Theory -- Innovating Against the Norm -- Creating Change -- Movement from Dysfunction -- Struggles with the Issues of Congruence -- The Challenge of Thematic Analysis -- The Makings of C658; Building Personal and Organizational Congruence -- 446; Getting Systems Clarity in Our Lives -- Type of Research and Method -- Design of the Study -- Nature and Sources of Data -- Data Analysis and Interpretation -- 546; Embracing the Art and Hope of Organizational and Professional Collaboration -- Developing a Perspective of Collaborating with One Another -- The Four Capitals -- The Impacts of Collaboration -- Mini45;Epilogue58; Putting a Face on the Process of Congruence Development -- 646; Looking at the Business and Personal Complements That Can Anchor Us -- The Creation of Complements -- The Accountability Process of Complements -- The Technologies -- The Appearance Standard -- The Rules Standard -- The Practice Standard
摘要:A call for thought balanced against action in the development of programs for organizational change, and a persuasive warning against compartmentalization and other mistakes that too often lead organizations to innovate themselves into failure. For organizational and personal change to happen and be sustainable, there must first be a system of thought balanced against action. Williams and his concept of "congruence" provide an alternative to the often chaotic, unbalanced ways in which change is currently understood and its accomplishment attempted. He challenges the organizational model of compartmentalized structures, offers a persuasive refutation of the fashionable paradigm of organizational transformation (one based on dominance and control), and argues a provocative notion that innovation is actually the successful result of reworking what has not worked before. A new look at the processes that create organizational movement, Williams' latest book is a guide for leaders, managers, consultants, and corporate practitioners, and a new way for students, teachers, and researchers to rethink the entire change process.; Williams has found through his own experience that people focus too closely on the "action" behaviors of organizations and too little on the thinking behind them. The result is that gaps open up and create pitfalls in our efforts to achieve excellence in human and organizational performance. Williams suggests that organizations innovate themselves into failure. To counter this, he provides a true systemic approach to enhancing organizational performance, a system of what he visualizes as "congruence," a way to fit thoughts to actions. It is as much a way of thinking, says Williams, as it is a method toward goals--goals that are clear and essential to the survival of any organization. Drawing liberally upon his own expertise as a teacher, consultant, and therapist, he helps others to appreciate the successes that can be realized when balance and the
