Ambiguity and Choice in OrganizationsScandinavian University Press, 1979 - 408 pages |
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Page 75
... reason with a technology of foolishness . Individuals and organizations need ways of doing things for which they have no good reason . Not always . Not usually . But sometimes . They need to act before they think . 5.2 Sensible ...
... reason with a technology of foolishness . Individuals and organizations need ways of doing things for which they have no good reason . Not always . Not usually . But sometimes . They need to act before they think . 5.2 Sensible ...
Page 77
... reason ? Here , I think , we are closer to understanding what we need . It is playfulness . Playfulness is the deliberate , temporary relaxation of rules in order to explore the possibilities of alternative rules . When we are playful ...
... reason ? Here , I think , we are closer to understanding what we need . It is playfulness . Playfulness is the deliberate , temporary relaxation of rules in order to explore the possibilities of alternative rules . When we are playful ...
Page 168
... reason " , " solidarity " , and " tolerance " were highly valued , this was not an easy task . The conflict seemed to be based more on personal antipathy than on pedagogical inconsistency . Since they could not expect to get any help ...
... reason " , " solidarity " , and " tolerance " were highly valued , this was not an easy task . The conflict seemed to be based more on personal antipathy than on pedagogical inconsistency . Since they could not expect to get any help ...
Contents
Acknowledgments | 7 |
People Problems Solutions and the Ambiguity | 24 |
Attention and the Ambiguity of Selfinterest | 38 |
Copyright | |
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academic accepted action active administrative allocation alternative ambiguity arena assembly attention attitudes behavior beliefs candidates chairman choice opportunities choice situations concerns conflict consider criteria deadline dean decision process decision-making demands desegregation discussion District educational effects enrollment expect faculty members full professors garbage garbage can model goals Hedmark house meeting ideology illegitimacy implementation important individual interest interpretation involved issues junior faculty leaders leadership less level of aspiration major ment non-leaders non-tenured faculty norms Norway observed October 29 Olsen Oppland organization organizational choice outcomes parents perceived percent political position possible presidents problems and solutions procedures professional proposal question rational relatively relevant reorganization response result school committee search committee self-ratings social structure teacher group Telemark tenure theory tion Tromsø Trondheim University of Bergen University of Oslo values variables Vest-Agder Vestfold Vice-Chancellor vote