Suchergebnisse

Awakening -- Percolation -- Where to begin? -- The power of prototypes -- Finding abundance -- Urban Ecology Center defined -- Decision-making -- Healing -- Leadership -- Impact -- Money -- Crossing divides -- Kindness and play -- Hope, vision, and action -- Afterword:The sacred.

The developed world, increasingly aware of "inconvenient truths" about global warming and sustainability, is turning its attention to possible remedies-eco-efficiency, sustainable development, and corporate social responsibility, among others. But such measures are mere Band-Aids, and they may actually do more harm than good, says John Ehrenfeld, a pioneer in the field of industrial ecology. In this deeply considered book, Ehrenfeld challenges conventional understandings of "solving" environmental problems and offers a radically new set of strategies to attain sustainability. The book is founded upon this new definition: sustainability is the possibility that humans and other life will flourish on Earth forever. There are obstacles to this hopeful vision, however, and overcoming them will require us to transform our behavior, both individually and collectively. Ehrenfeld identifies problematic cultural attributes-such as the unending consumption that characterizes modern life-and outlines practical steps toward developing sustainability as a mindset. By focusing on the "being" mode of human existence rather than on the unsustainable "having" mode we cling to now, he asserts, a sustainable world is within our reach

AbstractThe dynamic systems perspective illuminates some of the core challenges in organizational learning. If learning occurs through experience, there are good reasons why organizations often fail to learn. In particular, large organizations face a class of systemic decision‐making situations in which learning is extremely unlikely. The systems perspective teaches us that cause and effect are often not close in time and space, that obvious interventions do not always produce obvious outcomes, and that long time delays, and systemic effects of actions can make it almost impossible to judge the effectiveness of those actions. This article presents a framework for organizational learning, outlines several breakdowns that thwart the learning process, and discusses how systems thinking can play an important role in helping organizations overcome the learning breakdowns through the design and implementation of managerial practice fields.

AbstractIn this section the System Dynamics Review presents problems having the potential to stimulate system dynamics research. Articles may address real‐world dynamic problems that could be approached fruitfully from the system dynamics perspective, or methodological problems affecting the field. A paper submitted to the Research Problems section should concisely motivate and define a problem and start a process of conceptualization or formulation that can open the way for further studies. Manuscripts not exceeding 2,000 words should be sent to George P. Richardson, Milne 308, Rockefeller College, S.U.N.Y., Albany, NY 12222, U.S.A.

Das Prinzip der lernenden Organisation verstehen und umsetzen. Die Fähigkeit, schneller zu lernen als die Konkurrenz, gehört in der heutigen Wissensgesellschaft zu den wichtigsten Wettbewerbsfaktoren. Lernende Organisationen fördern gemeinsames und individuelles Lernen - und somit die Motivation der Mitarbeiter. - Der Autor erläutert die fünf Disziplinen, die Lernen im Team und in der Organisation ermöglichen: Personal Mastery, mentale Modelle, die gemeinsame Vision, Team-Lernen und systemisches Denken. Er zeigt, wie gewohnte Denk- und Handlungsmuster aufgebrochen und der Wandel zur lernenden Organisation konkret gestaltet wird. Die 11. Auflage wurde komplett überarbeitet. Neue Fallbeispiele illustrieren aktuelle Erfahrungen und Erkenntnisse aus der Praxis. Es wird deutlich: Das Konzept der lernenden Organisation wird in vielfältigen Kontexten erfolgreich angewendet.