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Managing VUCA Through Integrative Self-Management : How to Cope with Volatility, Uncertainty, Complexity and Ambiguity in Organizational Behavior.

By: Nandram, Sharda S.
Contributor(s): Bindlish, Puneet K.
Material type: TextTextSeries: eBooks on Demand.Management for Professionals: Publisher: Cham : Springer International Publishing, 2017Copyright date: ©2017Description: 1 online resource (338 pages).Content type: text Media type: computer Carrier type: online resourceISBN: 9783319522319.Subject(s): LeadershipGenre/Form: Electronic books.Additional physical formats: Print version:: Managing VUCA Through Integrative Self-Management : How to Cope with Volatility, Uncertainty, Complexity and Ambiguity in Organizational BehaviorDDC classification: 658.1 Online resources: Click here to view this ebook.
Contents:
Foreword -- Life Is a Journey -- Words of Praise -- Whole World Is a Family -- Preface -- Contents -- Editors and Contributors -- About the Editors -- Contributors -- List of Abbreviations -- Part I: Swadharma: Self-Righteousness: Towards Intrinsic Guidance by Our Inner Life -- Introduction to VUCA -- 1 Understanding VUCA -- 2 Integrative Self-Management as a Way Forward -- 3 Structure of the Book -- 3.1 Part 1 Swadharma -- 3.2 Part 2 Swavalamban -- 3.3 Part 3 Swaraaj -- 3.4 Part 4 Integrative-ness -- References -- Spiritual Discernment as a Method of Judgment -- 1 The Nature and Practice of Spiritual Discernment -- 2 Hannah Arendt´s Discovery of Judgment as a Separate Faculty of the Mind -- 3 Difference Between Reasoning and Judging -- 4 The Role of Taste, Imagination and Feelings -- 5 How to Validate Our Feelings of Taste? -- 6 From Arendt´s Theory of Judgment to a Spiritual-Based Practice of Leadership -- 7 Leader as Facilitator of Good Judgment: Story of Oticon -- 8 Conclusion -- References -- Perspectives of Saint John Chrysostom for the VUCA World -- 1 Introduction -- 2 Why Chrysotom´s Work Is Pertinent for a Mindfulness-VUCA Analysis? -- 3 The Integrative Mindfulness Program -- 3.1 An Anthropological Anchorage -- 3.2 A First Step: Get Lucidity: New Vision -- 3.3 A Second Step: Get Discernment by Identifying Virtues and Passions in Management -- 3.3.1 Example of Natural Passion: Anger -- 3.3.2 Example of a Non-natural Passion: Greed -- 3.4 A Third Step: Get Wisdom by Practice and Exercises: The Nepsis Manager -- 4 Conclusions -- References -- Making Sense of Organizational Change in Times of Dynamic Complexity: Change Managerialism and Reflexivity -- 1 Introduction -- 2 The Dominant Logic of Change Managerialism -- 3 Case Illustration: ServiceCo -- 3.1 Research Design -- 3.2 Empirical Context -- 4 Enacting Change Managerialism.
4.1 Instrumental Rationality -- 4.1.1 Categorization, Uniformity, and Standardization -- 4.1.2 Assumption of Fixed Reality/Stability -- 4.1.3 Assumption of Homogeneity -- 4.1.4 McDonaldization -- 4.2 Grandiose Change Discourse -- 4.2.1 `Professional´ Discourse -- 4.2.2 Discursive Amplification of Change -- 4.2.3 Repackaging of Emptiness -- 4.2.4 Reduction of Complexity to Simplicity -- 4.2.5 Crisis and Market Pressure Rhetoric -- 5 Impact of Change Managerialism on Sense-Making Micro-Processes -- 5.1 Colonization of Lifeworld -- 5.2 De-familiarization -- 5.3 Discursive Disconnection -- 5.4 Suppression of Reflexive Capabilities -- 6 Conclusion: The Role of Reflexivity in a VUCA Context -- References -- Living and Leading in a VUCA World: Response-Ability and People of Faith -- 1 Introduction -- 2 Globalization and the VUCA World -- 3 Religion: A Source of Grievances or the Power to Heal? -- 4 Living and Leading in the VUCA World: Unity in Diversity -- 5 Paradox and Contradictions: The Seedbed for Engaging in the VUCA World? -- 6 Management Education as a Catalyst for Transformation -- 7 Conclusion -- References -- Maintaining `Respect for Spirituality´ in a Secular Work Environment: A Biographical Account of the Career-Life Journey of a B... -- 1 Introduction -- 1.1 Issues of Intersectionality -- 1.2 `Mind the Gap´: Spirituality Teachings, Implications and Ensuing Questions -- 1.3 Spirituality as a Human Perspective and Reasons for Gaps in the Literature -- 1.4 Overview of Chapter and Introduction Summary -- 2 Literature Review -- 2.1 Intersectionality and Self-Righteousness -- 2.2 Spirituality: A Historical Perspective and Further Debates -- 2.3 Spirituality Definitions -- 2.4 Common Discussion Themes in Spirituality -- 3 Methodology -- 3.1 A Narrative Research Approach -- 3.2 Research Design and Procedure -- 3.3 Case Context: The Research Subject.
3.4 Data Collection: Research Methods, Instruments -- 3.4.1 Story-Telling -- 3.4.2 Observation -- 4 Data Analysis -- 5 Findings -- 5.1 Career Sector: Roles and Responsibilities -- 5.2 Feelings -- 5.3 Workplace Challenges -- 5.4 Personal Values -- 5.5 The Challenges Continue -- 5.6 Emotions -- 5.7 How Workplace Challenges Were Addressed -- 5.8 Advantages and Disadvantages of Spirituality at Work -- 5.9 Analyses of Findings -- 6 Concluding Discussions -- 6.1 Exploring Intersectionality and Self-Righteousness: A Coping Mechanism -- 6.2 Growing Interest Yet Limited Written Works Exist for Teaching Spirituality -- 6.3 Recognizing the Importance of Spiritual Beliefs to Employee Well-Being -- 6.4 Praying to Cope with Adversity -- 7 Recommendations: Theoretical and Practical Implications -- References -- Part II: Swavalamban: Self-Reliance: From Sustainability to Self Reliance -- Leadership in the Midst of Transition: Reflections on Self-Reliance, Responsibility and Spirituality -- 1 Introduction -- 2 Transition Narratives -- 3 Reflections -- 3.1 Self-Reliance -- 3.2 Responsibility -- 3.3 Spirituality -- 4 Conclusion -- References -- Spirituality, Family, Socialization and People (Soft) Skills Development for a VUCA World -- 1 Introduction: Why Talk About People Skills? -- 2 Method -- 3 Where Do People Skills Come From? -- 4 From Spiritual Beliefs, Through Family Life to People Skills and Achievements in VUCA World -- 5 Conclusion: Family, People Skills and Achievements in VUCA -- References -- Thinking Inside the Box: Applying the Theory of Karma to Make Boundary Judgements in Systemic Interventions -- 1 Introduction -- 2 Action Research (AR) -- 3 Participatory Action Research (PAR) -- 4 Systemic Intervention -- 5 Dealing with Boundary Critique -- 6 The Theory of Karma -- 7 Examples of Systems Interventions -- 7.1 Gandhi and the Indian Independence Movement.
7.2 Slavery and Bonded Labour Program -- 7.3 `Karmayogi´ Sreedharan: Transforming Indian Transportation -- 8 Conclusions -- References -- Rediscovering Transcendence Behind VUCA and Technology -- 1 Introduction -- 2 The Historical Context in Brief -- 3 Jaspers -- 3.1 Volatility -- 3.2 Ambiguity -- 3.3 Complexity -- 3.4 Uncertainty -- 4 Sloterdijk -- 4.1 Ambiguity -- 4.2 Volatility -- 4.3 Uncertainty -- 4.4 Complexity -- 5 Heidegger -- 5.1 Volatility -- 5.2 Uncertainty -- 5.3 Complexity -- 5.4 Ambiguity -- 6 Conclusion -- References -- Part III: Swaraaj: Self-Freedom: Towards Meaningful Fulfillment of Life Purposes -- Karmic Leadership for a Mindful Existence -- 1 Pure Existence in a Complex World -- 2 4Ps of Karmic Leadership: Towards a Conscious Reality of the World -- 2.1 Purpose: Embrace the Ambiguity and Change -- 2.2 Passion: ``From Obsession for Results to Obsession for Excellence´´ -- 2.3 Patience: ``Remain Calm at the Eye of the Storm´´ -- 2.4 People: Become a Responsible Leader -- 3 Conclusion -- References -- Spirituality in Indian Organizations -- 1 What Is Spirituality? -- 2 Spiritual Organizations in India: Helping Humanity to Understand the Essence of Spirituality -- 2.1 Art of Living -- 2.2 Vipassana Meditation -- 2.3 Ramakrishna Math and Ramakrishna Mission -- 2.4 Brahma Kumaris -- 3 Spirituality at the Workplace -- 4 Spiritual Practices in Indian Organizations -- 4.1 Spirituality at Workplace -- 4.2 Spirituality Quotient (SQ): As Job Pre-requisite -- 4.3 B for Business S for Spiritual -- 5 Conclusion -- References -- Organisation Development in the Point of Intersection of Competencies and Performance Potentials -- 1 Introduction -- 2 The Meta-subjective World of the New Epistheme -- 3 Social Transformation and Transforming Organizational Presence -- 4 Closing Thoughts -- References -- The Use of Mindfulness in a Traumatic VUCA World.
1 The Relationship Between VUCA, Trauma and Mindfulness -- 2 The Relationship of VUCA to Trauma -- 3 The Buddhist Origins of Mindfulness -- 4 The Basics of Mindfulness Practice and Its Relationship to Trauma -- 5 The Origins of Mindfulness Practice in the West and Its Use in Organizations -- 6 The Study -- 6.1 Background: The Rationale -- 6.2 Recruitment Process -- 7 Findings and Analysis -- 7.1 Working with Volatility Leading to Vision -- 7.2 Working with Uncertainty Leading to Understanding -- 7.3 Working with Complexity Leading to Clarity -- 7.4 Working with Ambiguity Leading to Agility -- 8 Discussion -- 9 The Ethics of Mindfulness -- 10 Conclusion -- References -- Web Pages -- Part IV: Integrativeness -- Spirituality in Management Education for Building Integrated Self: Insights from Sanskrit Scriptures -- 1 Introduction -- 2 Building the Integrated Self -- 3 Six Impurities and Remedies -- 4 Gyaan Yoga and Raaj Yoga for Managers for Building Integrated Self -- 5 Karma: Work Ethics -- 6 Relationship and Perception Ethics -- 7 Conclusion -- References -- The Embodied Inter-be(com)ing of Spirituality: The In-Between as Spiritual Sphere in Practically Wise Organizations -- 1 Introduction -- 2 Phenomenology and Spirituality -- 3 Phenomenology and the Body/Embodied Spirituality -- 4 Re-membering as Integration of Embodied Spirituality in Organization -- 5 Embodied `Self-Other-Things´ and ``Integral Being´´ in Organizations -- 6 Flesh as Elemental Carnality and Formative Medium for an In-Between of `Fulfilling Emptiness´ -- 7 Enfleshed `Organic-izations´ and Embodied Mindful Inter-practices -- 8 Conclusion -- References -- Simplicity in Dutch Initiatives on Food, Care and Money -- 1 Brief Descriptions of the Nine Initiatives -- 1.1 Uit Je Eigen Stad: From Your Own Town (de Leede 2013) -- 1.2 Hotspot Hutspot: Hot Spot Hodge-Podge (Richters 2013).
1.3 Thuis Afgehaald: Shareyourmeal (Hart 2013).
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HF4999.2-6182 (Browse shelf) http://ebookcentral.proquest.com/lib/uttyler/detail.action?docID=4855811 Available EBC4855811

Foreword -- Life Is a Journey -- Words of Praise -- Whole World Is a Family -- Preface -- Contents -- Editors and Contributors -- About the Editors -- Contributors -- List of Abbreviations -- Part I: Swadharma: Self-Righteousness: Towards Intrinsic Guidance by Our Inner Life -- Introduction to VUCA -- 1 Understanding VUCA -- 2 Integrative Self-Management as a Way Forward -- 3 Structure of the Book -- 3.1 Part 1 Swadharma -- 3.2 Part 2 Swavalamban -- 3.3 Part 3 Swaraaj -- 3.4 Part 4 Integrative-ness -- References -- Spiritual Discernment as a Method of Judgment -- 1 The Nature and Practice of Spiritual Discernment -- 2 Hannah Arendt´s Discovery of Judgment as a Separate Faculty of the Mind -- 3 Difference Between Reasoning and Judging -- 4 The Role of Taste, Imagination and Feelings -- 5 How to Validate Our Feelings of Taste? -- 6 From Arendt´s Theory of Judgment to a Spiritual-Based Practice of Leadership -- 7 Leader as Facilitator of Good Judgment: Story of Oticon -- 8 Conclusion -- References -- Perspectives of Saint John Chrysostom for the VUCA World -- 1 Introduction -- 2 Why Chrysotom´s Work Is Pertinent for a Mindfulness-VUCA Analysis? -- 3 The Integrative Mindfulness Program -- 3.1 An Anthropological Anchorage -- 3.2 A First Step: Get Lucidity: New Vision -- 3.3 A Second Step: Get Discernment by Identifying Virtues and Passions in Management -- 3.3.1 Example of Natural Passion: Anger -- 3.3.2 Example of a Non-natural Passion: Greed -- 3.4 A Third Step: Get Wisdom by Practice and Exercises: The Nepsis Manager -- 4 Conclusions -- References -- Making Sense of Organizational Change in Times of Dynamic Complexity: Change Managerialism and Reflexivity -- 1 Introduction -- 2 The Dominant Logic of Change Managerialism -- 3 Case Illustration: ServiceCo -- 3.1 Research Design -- 3.2 Empirical Context -- 4 Enacting Change Managerialism.

4.1 Instrumental Rationality -- 4.1.1 Categorization, Uniformity, and Standardization -- 4.1.2 Assumption of Fixed Reality/Stability -- 4.1.3 Assumption of Homogeneity -- 4.1.4 McDonaldization -- 4.2 Grandiose Change Discourse -- 4.2.1 `Professional´ Discourse -- 4.2.2 Discursive Amplification of Change -- 4.2.3 Repackaging of Emptiness -- 4.2.4 Reduction of Complexity to Simplicity -- 4.2.5 Crisis and Market Pressure Rhetoric -- 5 Impact of Change Managerialism on Sense-Making Micro-Processes -- 5.1 Colonization of Lifeworld -- 5.2 De-familiarization -- 5.3 Discursive Disconnection -- 5.4 Suppression of Reflexive Capabilities -- 6 Conclusion: The Role of Reflexivity in a VUCA Context -- References -- Living and Leading in a VUCA World: Response-Ability and People of Faith -- 1 Introduction -- 2 Globalization and the VUCA World -- 3 Religion: A Source of Grievances or the Power to Heal? -- 4 Living and Leading in the VUCA World: Unity in Diversity -- 5 Paradox and Contradictions: The Seedbed for Engaging in the VUCA World? -- 6 Management Education as a Catalyst for Transformation -- 7 Conclusion -- References -- Maintaining `Respect for Spirituality´ in a Secular Work Environment: A Biographical Account of the Career-Life Journey of a B... -- 1 Introduction -- 1.1 Issues of Intersectionality -- 1.2 `Mind the Gap´: Spirituality Teachings, Implications and Ensuing Questions -- 1.3 Spirituality as a Human Perspective and Reasons for Gaps in the Literature -- 1.4 Overview of Chapter and Introduction Summary -- 2 Literature Review -- 2.1 Intersectionality and Self-Righteousness -- 2.2 Spirituality: A Historical Perspective and Further Debates -- 2.3 Spirituality Definitions -- 2.4 Common Discussion Themes in Spirituality -- 3 Methodology -- 3.1 A Narrative Research Approach -- 3.2 Research Design and Procedure -- 3.3 Case Context: The Research Subject.

3.4 Data Collection: Research Methods, Instruments -- 3.4.1 Story-Telling -- 3.4.2 Observation -- 4 Data Analysis -- 5 Findings -- 5.1 Career Sector: Roles and Responsibilities -- 5.2 Feelings -- 5.3 Workplace Challenges -- 5.4 Personal Values -- 5.5 The Challenges Continue -- 5.6 Emotions -- 5.7 How Workplace Challenges Were Addressed -- 5.8 Advantages and Disadvantages of Spirituality at Work -- 5.9 Analyses of Findings -- 6 Concluding Discussions -- 6.1 Exploring Intersectionality and Self-Righteousness: A Coping Mechanism -- 6.2 Growing Interest Yet Limited Written Works Exist for Teaching Spirituality -- 6.3 Recognizing the Importance of Spiritual Beliefs to Employee Well-Being -- 6.4 Praying to Cope with Adversity -- 7 Recommendations: Theoretical and Practical Implications -- References -- Part II: Swavalamban: Self-Reliance: From Sustainability to Self Reliance -- Leadership in the Midst of Transition: Reflections on Self-Reliance, Responsibility and Spirituality -- 1 Introduction -- 2 Transition Narratives -- 3 Reflections -- 3.1 Self-Reliance -- 3.2 Responsibility -- 3.3 Spirituality -- 4 Conclusion -- References -- Spirituality, Family, Socialization and People (Soft) Skills Development for a VUCA World -- 1 Introduction: Why Talk About People Skills? -- 2 Method -- 3 Where Do People Skills Come From? -- 4 From Spiritual Beliefs, Through Family Life to People Skills and Achievements in VUCA World -- 5 Conclusion: Family, People Skills and Achievements in VUCA -- References -- Thinking Inside the Box: Applying the Theory of Karma to Make Boundary Judgements in Systemic Interventions -- 1 Introduction -- 2 Action Research (AR) -- 3 Participatory Action Research (PAR) -- 4 Systemic Intervention -- 5 Dealing with Boundary Critique -- 6 The Theory of Karma -- 7 Examples of Systems Interventions -- 7.1 Gandhi and the Indian Independence Movement.

7.2 Slavery and Bonded Labour Program -- 7.3 `Karmayogi´ Sreedharan: Transforming Indian Transportation -- 8 Conclusions -- References -- Rediscovering Transcendence Behind VUCA and Technology -- 1 Introduction -- 2 The Historical Context in Brief -- 3 Jaspers -- 3.1 Volatility -- 3.2 Ambiguity -- 3.3 Complexity -- 3.4 Uncertainty -- 4 Sloterdijk -- 4.1 Ambiguity -- 4.2 Volatility -- 4.3 Uncertainty -- 4.4 Complexity -- 5 Heidegger -- 5.1 Volatility -- 5.2 Uncertainty -- 5.3 Complexity -- 5.4 Ambiguity -- 6 Conclusion -- References -- Part III: Swaraaj: Self-Freedom: Towards Meaningful Fulfillment of Life Purposes -- Karmic Leadership for a Mindful Existence -- 1 Pure Existence in a Complex World -- 2 4Ps of Karmic Leadership: Towards a Conscious Reality of the World -- 2.1 Purpose: Embrace the Ambiguity and Change -- 2.2 Passion: ``From Obsession for Results to Obsession for Excellence´´ -- 2.3 Patience: ``Remain Calm at the Eye of the Storm´´ -- 2.4 People: Become a Responsible Leader -- 3 Conclusion -- References -- Spirituality in Indian Organizations -- 1 What Is Spirituality? -- 2 Spiritual Organizations in India: Helping Humanity to Understand the Essence of Spirituality -- 2.1 Art of Living -- 2.2 Vipassana Meditation -- 2.3 Ramakrishna Math and Ramakrishna Mission -- 2.4 Brahma Kumaris -- 3 Spirituality at the Workplace -- 4 Spiritual Practices in Indian Organizations -- 4.1 Spirituality at Workplace -- 4.2 Spirituality Quotient (SQ): As Job Pre-requisite -- 4.3 B for Business S for Spiritual -- 5 Conclusion -- References -- Organisation Development in the Point of Intersection of Competencies and Performance Potentials -- 1 Introduction -- 2 The Meta-subjective World of the New Epistheme -- 3 Social Transformation and Transforming Organizational Presence -- 4 Closing Thoughts -- References -- The Use of Mindfulness in a Traumatic VUCA World.

1 The Relationship Between VUCA, Trauma and Mindfulness -- 2 The Relationship of VUCA to Trauma -- 3 The Buddhist Origins of Mindfulness -- 4 The Basics of Mindfulness Practice and Its Relationship to Trauma -- 5 The Origins of Mindfulness Practice in the West and Its Use in Organizations -- 6 The Study -- 6.1 Background: The Rationale -- 6.2 Recruitment Process -- 7 Findings and Analysis -- 7.1 Working with Volatility Leading to Vision -- 7.2 Working with Uncertainty Leading to Understanding -- 7.3 Working with Complexity Leading to Clarity -- 7.4 Working with Ambiguity Leading to Agility -- 8 Discussion -- 9 The Ethics of Mindfulness -- 10 Conclusion -- References -- Web Pages -- Part IV: Integrativeness -- Spirituality in Management Education for Building Integrated Self: Insights from Sanskrit Scriptures -- 1 Introduction -- 2 Building the Integrated Self -- 3 Six Impurities and Remedies -- 4 Gyaan Yoga and Raaj Yoga for Managers for Building Integrated Self -- 5 Karma: Work Ethics -- 6 Relationship and Perception Ethics -- 7 Conclusion -- References -- The Embodied Inter-be(com)ing of Spirituality: The In-Between as Spiritual Sphere in Practically Wise Organizations -- 1 Introduction -- 2 Phenomenology and Spirituality -- 3 Phenomenology and the Body/Embodied Spirituality -- 4 Re-membering as Integration of Embodied Spirituality in Organization -- 5 Embodied `Self-Other-Things´ and ``Integral Being´´ in Organizations -- 6 Flesh as Elemental Carnality and Formative Medium for an In-Between of `Fulfilling Emptiness´ -- 7 Enfleshed `Organic-izations´ and Embodied Mindful Inter-practices -- 8 Conclusion -- References -- Simplicity in Dutch Initiatives on Food, Care and Money -- 1 Brief Descriptions of the Nine Initiatives -- 1.1 Uit Je Eigen Stad: From Your Own Town (de Leede 2013) -- 1.2 Hotspot Hutspot: Hot Spot Hodge-Podge (Richters 2013).

1.3 Thuis Afgehaald: Shareyourmeal (Hart 2013).

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