Leadership Development on a Large Scale: Lessons for Long-Term Success最新文献

Key Learning Conditions : A Subject for Collaborative Inquiry 关键学习条件:合作探究的主题

Leadership Development on a Large Scale: Lessons for Long-Term Success Pub Date : 1900-01-01 DOI: 10.4135/9781071872512.n6

引用次数: 0

Evidence Used by LSA to Learn Its Way Forward LSA学习前进方式的证据

Leadership Development on a Large Scale: Lessons for Long-Term Success Pub Date : 1900-01-01 DOI: 10.4135/9781071872512.n2

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LSA’s Approach to Leadership Development LSA的领导力发展方法

Leadership Development on a Large Scale: Lessons for Long-Term Success Pub Date : 1900-01-01 DOI: 10.4135/9781071872512.n4

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Building on a Shared Understanding of Effective School Leadership 建立在对有效学校领导的共同理解之上

Leadership Development on a Large Scale: Lessons for Long-Term Success Pub Date : 1900-01-01 DOI: 10.4135/9781071872512.n3

引用次数: 0

Creating Useful Knowledge About Leadership Networks : Taking It to the Next Level 创建关于领导网络的有用知识:将其提升到一个新的水平

Leadership Development on a Large Scale: Lessons for Long-Term Success Pub Date : 1900-01-01 DOI: 10.4135/9781071872512.n9

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Knowledge Building/Knowledge Creation : Education for a Knowledge Society 知识建构/知识创造:面向知识社会的教育

Leadership Development on a Large Scale: Lessons for Long-Term Success Pub Date : 1900-01-01 DOI: 10.4135/9781071872512.n8

引用次数: 0

Collaborative Inquiry 协作调查

Leadership Development on a Large Scale: Lessons for Long-Term Success Pub Date : 1900-01-01 DOI: 10.4324/9780203016619-8

H. Anderson, P. Burney

{"title":"Collaborative Inquiry","authors":"H. Anderson, P. Burney","doi":"10.4324/9780203016619-8","DOIUrl":"https://doi.org/10.4324/9780203016619-8","url":null,"abstract":"Our collaborative approach to consultation is collegial and egalitarian. It is the framework for a partnership in which consultant and client combine expertise to explore their dilemmas and challenges and develop new possibilities for resolving them. Whether we work with individuals or a group, members of a family or an organization, our collaborative approach remains the same (Anderson, 1990; Anderson & Goolishian, 1987; Anderson & Goolishian, 1988; Anderson & Swim, 1995; Goolishian & Anderson, 1987). In organizational consultation, the method is a way of integrating people and business strategies in building pathways to change and success. In this paper we describe and illustrate this postmodern approach to thinking about and working with human systems and the problems they present. In its simplest form, postmodernism refers to an ideological critique that departs radically from modernist traditions in its questioning of the mono-voice modernist discourse as the overarching foundation of literary, political, and social thinking. Although there is no one postmodernism, in general it challenges the modernist notions of knowledge as objective and fixed, the knower and knowledge as independent of each other, language as representing truth and reality, and human nature as universal (Derrida, 1978; Foucault, 1972; Foucault, 1980; Lyotard, 1984; Ricoeur, 1983; Rorty, 1979). Consequently, the postmodern perspective challenges the technical and instrumental nature of consultation and the notion of the consultant as the expert on organizational culture. It favors, rather, ideas of the construction of knowledge as social, knowledge as fluid, the knower and knowledge as interdependent, and thus knowledge as relational and the multiplicity of “truths.” Said differently, knowledge, and language as a vehicle for creating knowledge, are the products of social discourse. We view human systems as language and meaning-generating systems in which people create understanding and knowledge with each other through communicative action (Anderson & Goolishian, 1988; Goolishian & Anderson, 1988). Communicative action involves dialogue within a system for which the communication has relevance. An organization is one kind of language and meaning-generating system that has a relevance specific to itself. For organizations that seek consultation, our relevant role is to join them as they seek a solution to a problem.","PeriodicalId":174020,"journal":{"name":"Leadership Development on a Large Scale: Lessons for Long-Term Success","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122391734","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 16

The Leading Student Achievement : Networks for Learning Project (LSA) 领先的学生成就:学习网络计划(LSA)

Leadership Development on a Large Scale: Lessons for Long-Term Success Pub Date : 1900-01-01 DOI: 10.4135/9781071872512.n1

引用次数: 0

Insights About Leading Large-Scale Leadership Development Projects 关于领导大型领导力发展项目的见解

Leadership Development on a Large Scale: Lessons for Long-Term Success Pub Date : 1900-01-01 DOI: 10.4135/9781071872512.n10

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LSA’s Theory of Action and How It Was Developed LSA的行动理论及其发展过程

Leadership Development on a Large Scale: Lessons for Long-Term Success Pub Date : 1900-01-01 DOI: 10.4135/9781071872512.n7

引用次数: 0