TRANSFORMATIVE INTERACTIONS: RELATIONAL PRINCIPLES THAT IMPACT THE QUALITY OF SELF-ORGANIZING CHANGE
Author: Mary Ferdig , James Ludema
Benedictine University, Ph.D. Program
Naperville, IL United States
01/01/2002
Annotation: This paper won the Best Student Paper award at the 2002 Academy of Management Conference ODC Division in Denver, CO.
In this paper the researchers study the emergence of a new ROP (reactor oversight process) from the perspective of complexity theory. They examine the qualities of relationship that characterized the interactions of those involved in creating the new ROP over a 15-month period and identify five relational principles that informed their interactions: the spirits of freedom, inclusion, inquiry, spontaneity and possibility. These principles are contrasted with previous ways of interacting based on de facto principles of unilateralism, indifference, inflexibility, certainty, and immutability. We argue that participants’ interaction in accordance with these principles increased their levels of inter-connectivity, shared identity, and collective capacity, which, in turn, contributed to self-organizing movement toward emergent solutions (Lichtenstein, 2000; Moore, 1996).
Resource Files:
Transformative Interactions: Relational Principles that Impact the Quality of Self-Organizing Change (doc )
|
|
