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Leadership and Cultural Webs in Organisations: Weavers' Tales

机译：组织中的领导力和文化网：韦弗的故事

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摘要

As leaders, managers, consultants and members of organisations we are in the process of learning what it means to be participants in an organisation when none of us has the capacity to unilaterally control it. Abandoning our position as detached actors, as objective onlookers, as architects and systems designers, we are forced to re-visit fundamental questions concerning the nature and processes of organisational change and to rethink our agency in these processes. This in a nutshell is the simple but profound significant premise at the heart of this book (Adrian McLean, 2013). Adrian McLean began his career as an academic and continues to be a member of the School of Management in the University of Bath. He now works as a consultant helping "members of organisations find ways of responding to the seemingly incessant pressure to change, to adapt to the ceaselessly shifting contexts in which all organisations, whether commercial or otherwise, find themselves". Using Chaucer's Canterbury Tales as his framework for structuring this book he articulates a number of "weavers" tales' through which he shares a range of practical and strategic options for those desire, or are required, to promote a change in culture. He draws on various academic theories, particularly anthropology and semiotics, and provides copious examples of cultural change drawn from a wide variety of organisations to provide a broad insight into the complexities of culture in organisations.
机译：作为领导者，经理，顾问和组织成员，我们正在学习当我们没有人有能力单方面控制组织时，成为组织参与者意味着什么。我们被迫放弃了作为独立行动者，作为客观围观者，作为架构师和系统设计师的位置，我们被迫重新考虑有关组织变革的性质和过程的基本问题，并在这些过程中重新思考我们的代理机构。简而言之，这是本书核心的简单而深刻的前提（Adrian McLean，2013）。阿德里安·麦克林（Adrian McLean）的职业生涯始于学者，并继续是巴斯大学管理学院的成员。他现在担任顾问，帮助“组织成员找到应对似乎不断变化的压力的方法，以适应所有组织（无论是商业组织还是其他组织）发现自己不断变化的环境”。他以乔uc的《坎特伯雷故事集》为框架来构造这本书，他阐述了许多“编织者”的故事，通过这些故事，他对于满足或要求促进文化变革的人们分享了一系列实用和战略选择。他借鉴了各种学术理论，尤其是人类学和符号学，并提供了来自各种组织的丰富的文化变革示例，以深入了解组织中文化的复杂性。

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