Particularly valuable to those involved in the management and organizational sciences, since much material from those fields informs the discussion, this book considers several answers to the question of the true nature of time. It demonstrates that humanity creates a variety of times and the times affect the experiences of life—as times vary, so does life.

What exactly makes the nature of organizations so miracular that their very purpose is “to achieve performance” and that it is now regarded, in this capitalist age of ours, as the central aim to be both possible and desirable for any organization? After all, there is simply no lack of organizations which “achieve performance” with questionable means and goals—be they about “greed” and “excess” in the corporate world, or “evil” and “injustice” in the public sphere, just to cite two main examples (although there are others too, of course). Contrary to the conventional wisdom preciously accepted by many contemporaries, this obsessive craze for organizational performance is fast becoming a seductive trend, such that the dark sides of organizational performance have yet to be systematically understood and that its very purpose is neither possible nor desirable to the extent that its proponents would like us to believe. Needless to say, this is not to suggest that the purpose of organizations is to reject performance, or that the literature in organizational studies (and other related fields like political science, media studies, and business management, for example) hitherto existing in history are full of scholarly worthlessness. The aim of this book, however, is to provide an alternative (better) way to understand the nature of organization, in special relation to communication, decision-making, and leadership—while learning from different views in the literature, without favoring any one of them (nor integrating them), and, in the end, transcending them in a new direction not thought before. This seminal project, if successful, will radically change the way that we think about the nature of organization, from the combined perspectives of the mind, nature, society, and culture, with enormous implications for the human future and what I originally called its “post-human” fate.

A positive revolution in change: appreciative inquiry / David L. Cooperrider and Diana Whitney -- Positive image, positive action: the affirmative basis of organizing / David Cooperrider -- Appreciative inquiry in organizational life / David Cooperrider and Suresh Srivastva -- Five theories of change embedded in appreciative inquiry / Gervase Bushe -- Advances in appreciative inquiry as an organization development intervention / Gervase Bushe -- The "child" as agent of inquiry / David L. Cooperrider -- Resources for getting appreciative inquiry started: an example OD proposal / David L. Cooperrider -- An appreciative inquiry into the factors of culture continuity during leadership transactions: a case study of LeadShare, Canada / Mary Ann Rainey -- Survey guided appreciative inquiry: a case study / Rita F. Williams -- Initiating culture change in higher education through appreciative inquiry / Robert L. Head and Michele M. Young -- Saving tomorrow's workforce / Chrisopher Anne Easley, Therese Yaeger, and Peter Sorensen -- Appreciative inquiry with teams / Gervase R. Bushe -- A field experiment in appreciative inquiry / David A. Jones -- Appreciative inquiry meets the logical positivist / Peter F. Sorensen [and others] -- Is appreciative inquiry OD's philosopher's stone / Thomas C. Head [and others] -- Postmodern principles and practices for large scale organization change and global cooperation / Diana Whitney -- Organizational inquiry model for global social change organizations / Jane Magruder Watkins and David Cooperrider -- From deficit discourse to vocabularies of hope; the power of appreciation / James D. Ludema

​​Systemic Structure behind Human Organizations: From Civilizations to Individuals shows how the systemic yoyo model can be successfully employed to study human organizations at three different levels: civilizations, business enterprises, and individuals. This monograph tackles managerial problems from an holistic perspective such as how a business entity grows and dies and how a CEO can manipulate the choices of long- and short-term projects in order to gain more control over the board of directors. By creating a uniform language and logic of reasoning, the book provides examples and convincing results. Additionally the book shows how the same model, thinking logic, and methodology of the systems research can be equally applied to analyze problems and situations considered in natural sciences, social sciences, and humanity areas. Therefore it offers knowledge of a brand new tool to attack organizational problems. By concentrating on difficult, unsettled issues in these varying areas, this monograph thoroughly explains how some laws of nature can be established for the common study of natural and social sciences.​

Based on open source principles of transparency, participation, and collaboration, "open management" challenges conventional business ideas about what companies are, how they run, and how they make money. This book provides the blueprint for putting it into practice in your own firm. He covers challenges that have been missing from the conversation to date, among them: how to scale engagement; how to have healthy debates that net progress; and how to attract and keep the "Social Generation" of workers. Through a mix of vibrant stories, candid lessons, and tested processes, Whitehurst shows how Red Hat has blown the traditional operating model to pieces by emerging out of a pure bottom up culture and learning how to execute it at scale. And he explains what other companies are, and need to be doing to bring this open style into all facets of the organization.

Human service organizations are under increasing pressure to demonstrate that their programs work. Organization Practice, Second Edition helps students and professionals in human services and nonprofit management understand complex behaviors in organizations. This new edition provides a new, practical model for understanding cultural identities within organizations. Also, it is significantly revised to include numerous real-world cases, critical thinking questions, empirical support, and engaging exercises. Social workers, as well as public health and nonprofit administrators will benefit from the insights in this book.

Experts estimate that as many as 98,000 people die in any given year from medical errors that occur in hospitals. That's more than die from motor vehicle accidents, breast cancer, or AIDSâ€"three causes that receive far more public attention. Indeed, more people die annually from medication errors than from workplace injuries. Add the financial cost to the human tragedy, and medical error easily rises to the top ranks of urgent, widespread public problems. To Err Is Human breaks the silence that has surrounded medical errors and their consequenceâ€"but not by pointing fingers at caring health care professionals who make honest mistakes. After all, to err is human. Instead, this book sets forth a national agendaâ€"with state and local implicationsâ€"for reducing medical errors and improving patient safety through the design of a safer health system. This volume reveals the often startling statistics of medical error and the disparity between the incidence of error and public perception of it, given many patients' expectations that the medical profession always performs perfectly. A careful examination is made of how the surrounding forces of legislation, regulation, and market activity influence the quality of care provided by health care organizations and then looks at their handling of medical mistakes. Using a detailed case study, the book reviews the current understanding of why these mistakes happen. A key theme is that legitimate liability concerns discourage reporting of errorsâ€"which begs the question, "How can we learn from our mistakes?" Balancing regulatory versus market-based initiatives and public versus private efforts, the Institute of Medicine presents wide-ranging recommendations for improving patient safety, in the areas of leadership, improved data collection and analysis, and development of effective systems at the level of direct patient care. To Err Is Human asserts that the problem is not bad people in health careâ€"it is that good people are working in bad systems that need to be made safer. Comprehensive and straightforward, this book offers a clear prescription for raising the level of patient safety in American health care. It also explains how patients themselves can influence the quality of care that they receive once they check into the hospital. This book will be vitally important to federal, state, and local health policy makers and regulators, health professional licensing officials, hospital administrators, medical educators and students, health caregivers, health journalists, patient advocatesâ€"as well as patients themselves. First in a series of publications from the Quality of Health Care in America, a project initiated by the Institute of Medicine