Insight into organization a method for inquiry and ethical leadership l.jpg
This presentation is the property of its rightful owner.
Sponsored Links
1 / 33

Insight into organization: A method for inquiry and ethical leadership PowerPoint PPT Presentation


  • 160 Views
  • Uploaded on
  • Presentation posted in: General

Insight into organization: A method for inquiry and ethical leadership. MPA 8002 The Structure and Theory of Human Organization Richard M. Jacobs, OSA, Ph.D. Since the time of Francis Bacon (1561-1626). an “organization” has been viewed as an achievement, a product of experimentation.

Download Presentation

Insight into organization: A method for inquiry and ethical leadership

An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -

Presentation Transcript


Insight into organization a method for inquiry and ethical leadership l.jpg

Insight into organization:A method for inquiry and ethical leadership

MPA 8002

The Structure and Theory of Human Organization

Richard M. Jacobs, OSA, Ph.D.


Since the time of francis bacon 1561 1626 l.jpg

Since the time of Francis Bacon (1561-1626)...

  • an “organization” has been viewed as an achievement, a product of experimentation...

…as people hypothesize about what constitutes “best practice”

…and devote themselves to improving organizational functioning


Organization is viewed as a product of an objective scientific method l.jpg

Organization is viewed as a product of an objective, scientific method...

  • where humans control conditions in order to reproduce existing knowledge and reduce anomalies

  • with the goal of increasing productivity

…by moving from defective forms of knowledge to more accurate forms

…by working within and replicating a tradition


To see what one knows l.jpg

“To see what one knows”...

a conjecture about organization

hypothesis

a conceptual schema to be subjected to further testing

theory

culminating in a body of knowledge

tradition

…and is used to analyze human beings and their conscious activities


Slide5 l.jpg

  • an organization is...

…an objective entity

…a product of science

…an instrument or tool of the hand

…an entity serving as a means to productive ends


The word organization l.jpg

The word “organization”...

  • a Greek noun (organon)...

  • identifying...

…a mentality or formation of the mind emanating from the human spirit

…evidenced in the various ways human beings structure conscious activities


To know what one sees l.jpg

“To know what one sees”...

human experience and conscious activities...

a perception about human existence

insight

an unconditioned grasp of the nature of reality

intelligence

various ways to “look at” reality

knowledge


Substantively investigating organization l.jpg

Substantively, investigating organization...

  • is an intellectual endeavor by which human beings attempt to achieve intelligent understanding about the ways human beings structure their conscious activities

  • as this endeavor is fueled by a keen desire to improve the lot of humanity and civilization


Slide9 l.jpg

  • to get behind the mediated intelligence, understanding, and knowledge...

…so as to gain insight into organization

…and to develop new intelligence about organization


Substantively managing and leading human organizations requires l.jpg

Substantively, managing and leading human organizations requires...

  • practical intelligence that is generated by the self-correcting process of learning (Lonergan, 1972)

  • questioning

  • evaluating

  • thinking

  • self-evaluation

  • formulating

  • being

  • testing

  • objectivity

  • judging


Slide11 l.jpg

QUESTIONING

 researching the data of human experience

 comprised of material content and operational content

  • Is it mere data?

  • Is it meaningful data?

  • Is it the truth?


Slide12 l.jpg

THINKING

 to receive the tradition

 an invitation to know by “taking a good look at” the concepts bequeathed from the past


Slide13 l.jpg

FORMULATING

 an unconditioned reflective grasp, the constitutive factor in knowing, that precedes and determines truth (i.e., insight)

 a subjective achievement of radical intellectual development by which the human being discovers in oneself precisely experienced mental operations and the dynamism that leads from one type of self understanding to another

 to develop an appreciation of history by seeing the series of interpretations in a sequential pattern and trying to determine what was going forward


Slide14 l.jpg

TESTING

 to verify what knowledge is (not that knowledge exists)

  • What may this mean?

  • What does this mean?

  • How does this fit?


Slide15 l.jpg

JUDGING

 defining history

  • Is this first in itself (i.e., truth)?

  • Is it first for us (i.e., an insight)?


Slide16 l.jpg

EVALUATING

 finding the present by discovering the hidden suppositions at work in the tradition

 an awareness that humans are prone to understand data within the limits of their own horizons

 engaging in a dialectic between past and present

 moving toward the moment of decision by articulating one’s personal stance


Slide17 l.jpg

SELF-EVALUATION

 restlessly seeking fulfillment in the true, the real, and the good (“to be ethical,” Aristotle, 1958)

  • to do the right thing

  • to the right person

  • at the right time

  • in the right way


Slide18 l.jpg

 by articulating one’s personal stance through four functions:

  • foundations: the words by which one expresses one’s character and attitudes

  • theories: transforming foundations into understandable categories (Bolman & Deal, 1997)

  • systems: engaging others in purposive cooperation (Barnard, 1938)

  • communications: adapting the purpose to contexts so as to enhance unity in diversity


Slide19 l.jpg

BEING

 the function of managing and leading a diverse group of people to develop insight and creativity in dealing with reality


Slide20 l.jpg

OBJECTIVITY

 apprehending reality for what it truly reveals

 acting conversant with reality


Questioning has consequences l.jpg

Questioning has consequences...

  • gives rise to ideas…

…some of which are intended

…many of which are not intended

…but each of which human beings in this generation bear responsibility

…and future generations will pass judgment on


And responsibilities l.jpg

and responsibilities...

…to avoid:

 conceptualism

 positivism

 modernity

 skepticism


Slide23 l.jpg

conceptualism

…the illusion that quoting others’ thoughts demonstrates one’s understanding and capacity to manage and lead an organization

…by integrating a variety of perspectives into a comprehensive understanding of organization.


Slide24 l.jpg

positivism

…the superstition that there exist unitary methods to discern truth infallibly about organization

…by inculcating openness to multiple perspectives.


Slide25 l.jpg

modernity

…the idolatry that this generation stands at the apex of human civilization

…by humbly retrieving, examining, and utilizing the genius of insight embedded in past organization.


Slide26 l.jpg

skepticism

…the cynical suspicion that there is no truth

…by engaging in a restless search for insight that will allow the next generation to complete this generation’s job and make progress beyond this generation’s limitations.


Investigation organization l.jpg

INVESTIGATION ORGANIZATION

Investigating organization is not to study the past. The truly significant investigation is that of the future, leaving the task of interpreting this generation’s insight to future generations.


Slide28 l.jpg

The organization envisaged today remains to be perfected. Due to this generation’s lack of insight, most questions are very difficult, if not impossible, to answer fully.


Slide29 l.jpg

There is a sense in which the really tough questions about organization reduce managers and leaders to silence until they can engage in the dialectic of past and present.


Slide30 l.jpg

In this generation, all managers and leaders can hope to accomplish is to develop an interim organization, one substantively better because they were there and their insight offered a better way.


Slide31 l.jpg

Or, to put it in another way, that the people in the organization and the organization itself is better off because these managers and leaders were there.


This module has focused on l.jpg

This module has focused on...

Insight into organization as a method for inquiry and ethical leadership...


References l.jpg

References

  • Aristotle. (1958). The Nicomachean ethics (W. D. Ross, Trans.). In J. D. Kaplan (Ed.), The pocket Aristotle (pp. 158-274). New York: Simon & Schuster.

  • Lonergan, B. (1972). Method in theology. London: Darton, Longman, & Todd.


  • Login