By Steven Segal (auth.)
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Extra info for Business Feel: Leading Paradigm Shifts in Organisations
Just as we need a physical map of a new city to guide us, so mental pictures always guide us. We cannot function without such intuitions. Furthermore, for the most part we tend to take our mental images for granted. We use them without explicitly thinking about them. It is in times of change or in the moment of a paradigm switch that we become attuned to our mental maps. From Personality to Paradigms Historically, management has been dominated by the personality ethic: by the view that our personality, rather than our paradigm, shapes the way we behave.
We cannot notice our blind spots. One way of being alerted to them is through the experience of strange sensations. Cultural dimensions of philosophical experiences Our habits and conventions are very much like blind spots. They affect and influence us without our even being aware of them. Hubert Dreyfus (1993) provides an example of the way seeing people in cultures other than our own makes clear the conventions we take for granted. When we meet people who do things differently than we do, not only do we notice it, we also notice our own way of doing things.
An example of such a move can be found in Boleman and Deal’s Reframing Organisations (2003). They see the central task of managers reframing organisational behaviour by drawing on what they see as its four frames – structural, human resource, political, and cultural. Why Philosophy in Leadership Studies? 37 Each frame provides a manager with a different lens through which to understand organisations. Each lens is underpinned by a certain set of assumptions. In order to switch frames managers need to be familiar with the set of assumptions contained in the frames.
Business Feel: Leading Paradigm Shifts in Organisations by Steven Segal (auth.)