Titlebook: Managing Organizational Responsiveness; Toward a Theory of R Claus Jacobs Book 2003 Deutscher Universit?ts-Verlag/GWV Fachverlage GmbH, Wie

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書目名稱Managing Organizational Responsiveness影響因子(影響力)




書目名稱Managing Organizational Responsiveness影響因子(影響力)學(xué)科排名




書目名稱Managing Organizational Responsiveness網(wǎng)絡(luò)公開(kāi)度




書目名稱Managing Organizational Responsiveness網(wǎng)絡(luò)公開(kāi)度學(xué)科排名




書目名稱Managing Organizational Responsiveness被引頻次




書目名稱Managing Organizational Responsiveness被引頻次學(xué)科排名




書目名稱Managing Organizational Responsiveness年度引用




書目名稱Managing Organizational Responsiveness年度引用學(xué)科排名




書目名稱Managing Organizational Responsiveness讀者反饋




書目名稱Managing Organizational Responsiveness讀者反饋學(xué)科排名

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追蹤

ersation plays in enabling change to take place in social systems. Kurt Lewin himself actively pursued and developed settings in which conversation was the foundation for attitudinal and behavioral change. After his death, his colleagues and subsequently the scholars and practitioners who took his s

解脫

Responsiveness in Organization and Management Theory,. My interest in responsiveness and dialogue can be discerned from my biography on the one hand, and from the practical experience as facilitator and process consultant in the Organization Development (OD) project called “Learning through Listening” (LTL) on the other.

懶洋洋

Repetitions

Book 2003lays in enabling change to take place in social systems. Kurt Lewin himself actively pursued and developed settings in which conversation was the foundation for attitudinal and behavioral change. After his death, his colleagues and subsequently the scholars and practitioners who took his seminal res

亞麻制品

Toward a Theory of Responsiveness in Organizations,dominant conversational mode for each session. As sketched out in Chapter 2, Scharmer (2001) suggests to distinguish speech acts along two dimensions: (1) degree of reflection of speech act (reflective/non-reflective) and (2) orientation of speech act (primacy of social whole or parts).

DEBT

The Learning Through Listening Project,d training, financials and administration amongst others. The Board of Trustees in which voluntary members from the wider community as well as service users and staff are represented has the accountability for ensuring a quality service delivery as well as the strategic development of the foundation (Omega Foundation, 1999a).