Les montagnes russes de la theorie U ou les tout premiers instants d'une innovation sociale

Mahy, I; Bubna-Litic, DC

Les montagnes russes de la theorie U ou les tout premiers instants d'une innovation sociale

Mahy, I Bubna-Litic, DC

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Publisher:: Presses de l'Universite du Quebec
Publication Type:: Chapter
Citation:: Theorie U - Changement Emergent et innovation., 2012, 1, pp. 223 - 257
Issue Date:: 2012-01

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Field	Value	Language
dc.contributor.author	Mahy, I	en_US
dc.contributor.author	Bubna-Litic, DC	en_US
dc.contributor.editor	Mahy, I	en_US
dc.contributor.editor	Carle, P	en_US
dc.date.issued	2012-01	en_US
dc.identifier.citation	Theorie U - Changement Emergent et innovation., 2012, 1, pp. 223 - 257	en_US
dc.identifier.isbn	978-2-7605-3437-7	en_US
dc.identifier.uri	http://hdl.handle.net/10453/31619
dc.description.abstract	This chapter is a critical review of the work of Otto Scharmer on Presencing as a key to organisational transformation. The review recognises both flaws and potentialities of the idea and brings in the evidence from field studies which concur with Scharmer's experience. The chapter argues however that Scharmer's explanations of this phenomenon are premature and his theoretical foundation is a pastiche of works which were built upon deep individual transformative expereinces and not the directly transferable to an organisational context.	en_US
dc.publisher	Presses de l'Universite du Quebec	en_US
dc.relation.ispartof	Theorie U - Changement Emergent et innovation.	en_US
dc.title	Les montagnes russes de la theorie U ou les tout premiers instants d'une innovation sociale	en_US
dc.type	Chapter
utslib.location	Canada	en_US
utslib.for	1503 Business and Management	en_US
utslib.citation.edition	1	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Strength - CMOS - Centre for Management and Organisation Studies
utslib.copyright.status	closed_access
pubs.consider-herdc	true	en_US
pubs.edition	1	en_US
pubs.place-of-publication	Canada	en_US

Abstract:

This chapter is a critical review of the work of Otto Scharmer on Presencing as a key to organisational transformation. The review recognises both flaws and potentialities of the idea and brings in the evidence from field studies which concur with Scharmer's experience. The chapter argues however that Scharmer's explanations of this phenomenon are premature and his theoretical foundation is a pastiche of works which were built upon deep individual transformative expereinces and not the directly transferable to an organisational context.

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http://hdl.handle.net/10453/31619