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Recent years have witnessed a variety of efforts to reengineer higher education into closer alignment with market principles & management approaches drawn from business. However, critical debates on these efforts typically fail to discern a number of significant issues. Many such reengineering efforts involve an intermingling of three distinctively different organizational paradigms: a professional paradigm characteristic of traditional higher education organization, a bureaucratic machine paradigm representative of traditional business organization, & an innovative or "adhocratic" paradigm defended by its proponents as a timely alternative to traditional bureaucratic organization. This intermingling typically is carried out in a fashion oblivious to the nuances of organizational design & with little or no attention to the conflicts likely to result. Continued neglect of these issues, however, will condemn proponents of higher education adhocracy to problems in the future. 50 References. [Copyright 2003 Sage Publications, Inc.]

Recent years have witnessed a variety of efforts to reengineer higher education into closer alignment with market principles and management approaches drawn from business. However, critical debates on these efforts typically fail to discern a number of significant issues. Many such reengineering efforts involve an intermingling of three distinctively different organizational paradigms: a professional paradigm characteristic of traditional higher education organization, a bureaucratic machine paradigm representative of traditional business organization, and an innovative or "adhocratic" paradigm defended by its proponents as a timely alternative to traditional bureaucratic organization. This intermingling typically is carried out in a fashion oblivious to the nuances of organizational design and with little or no attention to the conflicts likely to result. Continued neglect of these issues, however, will condemn proponents of higher education adhocracy to problems in the future.

Chapter One: Liberal Subjectivity, Religion, And The State -- Chapter Two: Psychedelic Aesthetics, Political Theology, And Religion -- Chapter Three: European Influences -- Chapter Four: The Return To 'Nature' And The Problem Of The Perennial -- Chapter Five: Theorizing The Psychedelic Experience -- Chapter Six: Psychedelic Citizenship And Re-Enchantment: Affective Aesthetics As Political Instantiation -- Chapter Seven: Aldous Huxley The Political Theologian -- Chapter Eight: Conclusion: Re-Enchantment And Psychedelic Aesthetics

AbstractThis article explores and extrapolates an emerging concept within community practice: namely that of organic community co-production. The concept is influenced by previous uses of the term 'organic', specifically as applied by Tönnies in relation to certain types of community, and Gramsci in respect of a concept of leadership. Our development of the term has been generated within the context of reflective practitioner experience, located in a community-led action campaign Voice4Deptford, in South East London. The case study explores the interdisciplinary roots of this form of co-production. It highlights the way that these pre-existing principles and methods have been adapted, reflected upon and improvised in the light of 30 years' grassroots engagement by Green to evolve a bespoke approach that we are proposing to call 'organic community coproduction'.The case study outlines several original dimensions or modalities of community organic co-production including; stepping aside; the academic as a non-expert and giving voice. It unpacks the different elements of impact and transformation, that are consequent upon organic community co-production. These include; evidence of change; working together and community reflective time. The article concludes with a discussion of the issues involved in reframing of local power, the campaigns early successes and its continuing challenges.