Do perception and action share some of the same cognitive structures? What is the relationship between cognitive processes for sequencing, timing, and error detection in perception and action? Such issues form the basis for this fresh and absorbing study of the perception and production of language and other cognitive skills such as chess and piano playing. The Organization of Perception and Action provides a coherent and innovative synthesis of available data, challenges classical theories, and offers new insights into relations between language, thought, and action. Its broad, interdisciplinary approach and wealth of detailed examples extend from the motor control of typing to the role of attention in perception and action and the flexibility of conscious vs. unconscious processes. Not only researchers, but anyone with a general interest in the cognitive and brain sciences will find in this book new and interesting insights into topics long considered fundamental to psychology and related disciplines.

A synthesis of classic and modern neurobehavioral literature dealing with the principles by which complex, purposive, and intelligent behavior is generated, this book features: * papers by C.S. Sherrington, E. von Holst, D.M. Wilson, G. Fraenkel, H. Mittelstaedt, and P. Weiss * clear descriptions of three types of elementary units of behavior -- the reflex, the oscillator, and the servomechanism * a review of the diverse manifestations of hierarchical structure in the neural mechanisms underlying coordinated action. This volume has proven to be of great value to psychologists, neurobiologists, and philosophers interested in the problem of action and how it may be approached in light of modern neurobehavioral research. It has been designed for use as a supplemental text in courses in physiological psychology, neurobiology and behavior, and those courses in cognitive and developmental psychology that place particular emphasis on understanding how complex behavior patterns are implemented.

First Published in 1982. Routledge is an imprint of Taylor & Francis, an informa company.

Rooted in the study of chaos and complexity, Adaptive Action introduces a simple, common sense process that will guide you and your organization into reflective action. This elegant method prompts readers to engage with three deceptively simple questions: What? So what? Now what? The first leads to careful observation. The second invites you to thoughtfully consider options and implications. The third ignites effective action. Together, these questions and the tools that support them produce a dynamic and creative dance with uncertainty. The road-tested steps of adaptive action can be used to devise solutions and improve performance across multiple challenges, and they have proven to be scalable from individuals to work groups, from organizations to communities. In addition to laying out the adaptive action framework and clear protocols to support it, Glenda H. Eoyang and Royce J. Holladay introduce best practices from exemplary professionals who have used adaptive action to meet personal, professional, and political challenges in leadership, consulting, Alzheimer's treatment, evaluation, education reform, political advocacy, and cultural engagement—readying readers to employ this new toolkit to meet their own goals with a sense of ingenuity and flexibility.

Doing Action Research in Your Own Organization is the essential resource for anyone embarking on a research project in their own organization or as part of a work placement programme whether in business, healthcare, government, education, social work or third sector organizations. The authors provide an easy-to-follow, hands-on guide to every aspect of conducting an action research project and have added in the Third Edition: - more on politics and ethics to help researchers negotiate gaining access and permission, and building and maintaining support from peers and relevant subsystems within an organization - more on writing an action research dissertation, and treatment of sensitive issues such as: giving feedback to one’s superiors and peers, disseminating the research to the wider community, and handling interpretations or outcomes which may be perceived negatively by the organization involved. - more case examples and reflective exercises taken from a wide variety of organizational settings to aid students and researchers whatever their background discipline.

Most managers today understand the value of building a learning organization. Their goal is to leverage knowledge and make it a key corporate asset, yet they remain uncertain about how best to get started. What they lack are guidelines and tools that transform abstract theory—the learning organization as an ideal—into hands-on implementation. For the first time in Learning in Action, David Garvin helps managers make the leap from theory to proven practice. Garvin argues that at the heart of organizational learning lies a set of processes that can be designed, deployed, and led. He starts by describing the basic steps in every learning process—acquiring, interpreting, and applying knowledge—then examines the critical challenges facing managers at each of these stages and the various ways the challenges can be met. Drawing on decades of scholarship and a wealth of examples from a wide range of fields, Garvin next introduces three modes of learning—intelligence gathering, experience, and experimentation—and shows how each mode is most effectively deployed. These approaches are brought to life in complete, richly detailed case studies of learning in action at organizations such as Xerox, L. L. Bean, the U. S. Army, and GE. The book concludes with a discussion of the leadership role that senior executives must play to make learning a day-to-day reality in their organizations.

This book explores the process of organization and systems design. Researchers will glean radically different epistemological and ontological perspectives; designers will acquire entirely different intellectual tools, principles and mechanisms of design and managers should learn to think of organization and systems differently.

What do you want me to do? This question is the enduring management issue, a perennial problem that Stephen Bungay shows has an old solution that is counter-intuitive and yet common sense. The Art of Action is a thought-provoking and fresh look at how managers can turn planning into execution, and execution into results. Drawing on his experience as a consultant, senior manager and a highly respected military historian, Stephen Bungay takes a close look at the nineteenth-century Prussian Army, which built its agility on the initiative of its highly empowered junior officers, to show business leaders how they can build more effective, productive organizations. Based on a theoretical framework which has been tested in practice over 150 years, Bungay shows how the approach known as 'mission command' has been applied in businesses as diverse as pharmaceuticals and F1 racing today. The Art of Action is scholarly but engaging, rigorous but pragmatic, and shows how common sense can sometimes be surprising.

This book is essential for anyone who needs to understand how organizations work, evolve, and learn. In this new edition, Argyris discusses vital topics of current management research, such as tacit knowledge and management, so reflecting the evolving field of organizational learning. Brings together the thinking of one of the world's leading management thinkers: especially in the area of action learning.