Hiring Strategy for Developing TBL Sustainability and Supply Chain Viability

In recent blogs I have underlined the radical changes in organizational thinking, design, and culture that are associated with developing Triple Bottom Line Sustainability. These changes are fundamental to the success of any plan for progressing toward TBL Sustainability. It is also evident from the extended discussion I have provided in a co-authored series of six bogs detailing the organizational conditions for addressing TBL Sustainability, that leadership and management characteristics are critically important for success. I have also explored the views on leadership of various generational cohorts in regard to emerging knowledge sharing (KS) organizations. It is clear from these data that for organizations embarking on, or already pursuing, TBL Sustainability and/or KS, the roles, thinking, and behaviors of leaders and managers will need to be re-tailored drastically to satisfy the demands of these increasingly popular strategies.

Whether existing leadership and management cadres have mindsets consistent with undergoing development to cultivate these appropriate new capabilities is a big question. Furthermore, conventional wisdom may work against the hiring of new individuals with appropriate skill sets since organizations typically seek to hire individuals who display capabilities consistent with those displayed by incumbents who have been successful in the past. This is a sourcing process that has worked well historically, but one that is a recipe for disaster when there is a change of era such as seems to be the case now.

There are a number of reasons to believe that we are indeed either transiting such a change of era, or are already immersed in the early phases of the new one. Just as water power facilitated the emergence of the industrial era, so the ubiquitous penetration of digitization into all aspects of business and social life is facilitating emergence of a new social-networked era.  The focus of the industrial era was profit; the emerging focus of this new era is stewardship and TBL Sustainability. Resourcing for any management level of an organization must take into account not only in-depth familiarity with all of the digital platforms and their properties, but in addition the impact of their usage on organizational design and social interaction. This is a difficult problem when filling senior levels of an organization, since this typically entails hiring cohorts of individuals over 30 years of age, and such cohorts exhibit less and less familiarity and understanding of the current digital and social know-how with advancing age.

A further question relates to inter-organizational collaboration and regard. For instance, in a previous blog I explored the need for promotion of socialization both within and between the members of supply-chains. How will such relationships be affected by the leadership and workforce capabilities explored in previous paragraphs? Will a sophisticated organization following a TBL Sustainability and/or KS strategy be willing to include in its supply chain an organization backward in any of the respects discussed above? And if it did, what would its stakeholders have to say about it, and would its governance be influenced?

We are in a business era that moves at breakneck speed, and it is not too soon for forward-looking organizations to think about the notions touched on here. Indeed, if these notions indicate a fundamental change in hiring and development to provide longer-term tenure for young people to mature their leadership and management capabilities to match their already significant digital and social acumen, then the sooner an organization starts to address this issue, the better off it will be.

Successfully Developing Triple Bottom Line Sustainability: #3

This is the third of six contiguous Blogs dealing with TBL Sustainability to be published over the next few weeks. All these Blogs are being co-developed with my colleague and TLA Associate Tia Carr Williams. In this third Blog further cultural implications of Sustainable Advantage (SA) are explored.

“It is not who is influential that counts but who acts as a catalyst for conversation” – Keith O’Brien

Sustainable Advantage (SA) has been discussed in Blogs #1 & 2 of this series dealing with TBL Sustainability. It is clear that change is fundamental to SA, and change is a constant continuum – a flowing circadian dynamic that yearns to be harnessed. The ability to purpose the momentum of change is colored by an organization’s prior experience of change. When starting to contemplate SA as an organizational change opportunity, and how it might be managed, it is useful initially to spend time reviewing and learning from previous change-related experience, and re-assessing the organization’s culture and design.

Change takes root best in a culture of innovation that incorporates an inclusive collaborative mindset, and that embraces change as an organic evolutionary process of co-production. As emphasized in Blog #1 of this series, a decentralized organization has distinct market advantages over a wholly centralized organization. In particular, the sense of incorporation from many perspectives in a decentralized organization creates a balance and an harmonious relationship with change, rarely the case in current or previous models of ‘change management’.

How well or badly churn has been integrated into the daily work flow is also an indicator of sustainability potential. Churn is typically viewed as deleterious from an organizational harmony viewpoint, but for a decentralized organization focusing on SA, churn is integral to its change momentum, and new and existing incumbents can champion innovation from a place of congruence, comprehensively cognizant of choices and challenges.

An organization seeking SA must cultivate a culture enfranchising sustainable principles and innovation at its foundation. There must be a synergistic co-operative culture that fosters thinking on how everything can be improved. Management must seek a balance between financial viability and strategies to gain and maintain market uniqueness through environmentally sustainable practices, including product and process innovation, as well as the development of sustainable supply chain management. There must be a motivational visionary strategy allied with a deep human context structure, and workforce integration systems of high efficiency, capability and efficacy. Costs must be reduced, and there must be task agility for optimal productivity. Leadership is at the heart of a healthy organization, but it must beat with the ring of authenticity – people will follow where their heart is engaged.

This kind of strong organizational culture confers a fundamental and unique advantage. If building and sustaining an innovation culture focused on commitment to the organization’s goals remains central to all activities, the potential for sustainable success is increased immeasurably. To promote creativity the organization’s leaders must pull the culture into being by giving the right incentives to key people, encouraging them to think creatively, and with every achievement, giving them the confidence to think ‘out of the box”. This can only be accomplished where the environment supports such activities. ‘Soft spaces’ within the formality of the corporate environment nurture such engagement to great effect; it is no surprise that the factors that most strongly predict rapid change, adaptation, and innovation introduction, are related to collegial, participative and open organizational systems, and cultures that permit joint problem solving without boundary interference. These are the kinds of decentralized organizations where individuals have the freedom to take risks and develop new ideas, be creative, and challenge existing organizational norms.

In the upcoming fourth Blog of this series, the implications a Triple Bottom Line approach to SA will be explored.

Change Proofing

In 1995 I co-authored a paper [1] about “Change Proofing” – the ability of a commercial organization to manage change stimulated by largely unanticipated, hard-to-predict events and shocks. Examples up to that time included trauma due to third world debt in the 1970s, the energy industry in the 1980s, and commercial real estate and corporate buy-outs in the 1990s.

History shows that the consequences of failing to recognize and interpret harbingers of change can be devastating. It is said that the ancient Peruvian Indians were unable to “see” the sails of the invading Spanish fleet, and dismissed them as mirages. More recent historical (hysterical?) examples of myopia include US automobile manufacturers who were blinkered to Pacific-Rim competitors, and even IBM, which was long unprepared for opportunities presented by the explosive growth of personal computing.

Clearly-identified business trends, such as globalization, technology, demographics and new social orders, had often been cited up to 1995 as drivers of change. However, little attention had been given to management of change stimulated by largely unanticipated, hard-to-predict events and shocks, such as rapid oil price changes or the sudden collapse of centrally-planned economies. Few models of such change, or techniques to plan or cope with it had been presented in the literature in 1995 or since for that matter, although even in 1993 according to such an authority as Ed Schein [2]: “…the problem is not management of change but the management of surprise”.

Change Proofing was not intended as a means to resist or avoid change, but rather a process for becoming more flexible and responsive in order to cope with it. The Change Proofing paper proposed that environmental shocks and surprises could best be managed by increasing the ability of the organization itself to anticipate, recognize and respond to them – surprise surprise – before hand! The paper set out theoretical reasoning, but more importantly it detailed a straightforward practical Change Audit that would help organizations of all types and sizes frame and address critical factors for Change Proofing; form more realistic and objective views of radical environmental change; and develop better means of coping with surprise. The paper also recommended that the Change Audit should cover organizational learning processes and their impact on strategic focus, motivation and core capabilities.

So what can one say about current events? Too bad so many of today’s organizations haven’t read the paper or didn’t heed its message?! Well, it’s not too late to plan for next time – and there will be a next time – so I invite you to have a look at the paper now …

[1] Drew, S.A.W. & Smith, P., The Learning Organization: Change Proofing and Strategy, The Learning Organization, Vol. 2, No. 1, 1995

[2] Schein, E.H., How can organizations learn faster? The challenge of the green room, Sloan Management Review, Winter, 1992; pp. 85 – 92

Developing Sustainable Organizations Using the Sustainability Score Card™

Blog by Peter A.C. Smith and Dr. Carol Zulauf-Sharicz (Suffolk University, Boston)

Definitions of sustainability range over many different domains such as profit, viability, energy, ecologies, natural resources, organization, and society to name just a few. Most of these definitions are different and none of them totally satisfy requirements to cover all aspects of the subject.  We feel that since a complete definition is not feasible at this time a pragmatic approach based on relevant current research and practical concerns is valid. Therefore we focus here only on the sustainability of commercial organizations, especially organizations functioning in complex environments such as those that face firms locally and globally today and for the foreseeable future. This is not to say that some or all of the following may not be more generally relevant. Further, we define sustainability as the capability of an organization to be viable over extended periods of time in a commercial sense whilst being an exemplar in avoiding potential or real negative ecological and social impacts related to its activities.

What makes an organization sustainable?  First, achieving “Right for Market™” (R4M™).  R4M™means introducing the right products and/or services at the right time in the right contexts at the right price with the right supply chains, and then continually updating, optimising, and retiring them as necessary; and secondly, making sure that achieving R4M™ does not negatively impact relevant ecological or social systems. These two points demand extensive internal and external knowledge and awareness. This may only be satisfied if the organization is founded in complexity and learning based on systemic approaches.  In particular sustainability demands innovative approaches and fresh thinking for the necessary transformative changes to take place and organizational self-actualization in terms of sustainability to be achieved.

With respect to individuals and their self actualization, Abraham Maslow developed a well-known hierarchy of needs.  Maslow postulated that human beings have an innate drive to satisfy these needs, and that they form a hierarchy – Maslow drew the hierarchy as a pyramid. At the lowest level he placed a person’s physiological needs e.g. food, water. Once the physiological needs are met humans look to satisfy what Maslow called the safety needs e.g. law, stability.  When the two lowest needs are largely gratified, there emerges the need for belongingness e.g. love, community.  According to Maslow, only when the three lower needs are satisfied will the individual seek esteem.  Maslow divided this class of needs into two sub-classes.  The first involves the need for self-evaluation e.g. self-esteem, confidence; the second involves the views of others e.g. reputation, prestige.  There is a further less-well formulated stage that often, if not always, develops even if the lower needs are satisfied whereby individuals feel a new discontent and restlessness unless the individual is doing what they are fitted for – this is epitomized in the expression “What a person can be, they must be” and relates to self-actualization.

Maslow made the point that some needs are under the control of others (in the others’ domain), for example safety, recognition, enumeration. Other needs can be satisfied by the individual him or herself (one’s own domain), for example self-esteem and self-actualization. In this regard, Maslow had the further notion of “threshold limits” making the point that individuals should set a target for satisfying their own needs “in others’ domain” at the boundary between “justifiable appetite” and “greedy desire”.  Maslow further postulated that the energy used in seeking to satisfy “greed” saps the individual’s capability to satisfy needs “in one’s own domain”.

So what does this have to do with sustainability? Turns out by analogy “quite a lot”! We can view the needs and development of organizations in a similar way to those ascribed to individuals by Maslow. Further, by equating this development as a journey toward self-actualization in sustainability terms, we can identify organizational behaviors and stages of sustainability development. For example, the initial stage is related to making a profit sufficient to stay in business; short term viability is the key concern and other sustainability aspects are not of concern. The second stage is related to having standards and laws that protect the organization and sustainability other than viability is seen as burdensome. The third stage involves lip service to the communities and the ecological and social standards in which it operates; the organization no more than complies with regulations that govern organizational conduct. It is not until the organization has satisfied these needs that the organization will address Maslow’s “esteem” level when what employees think becomes important, and the organization is confident of its viability and its place in the world of business. After this what others in the broader community think becomes very important, and since this organization now yearns for high reputation and prestige it will take the initiative in preventing negative ecological and social impacts. Finally, an organization will truly become sustainable when it applies the idea that “what an organization can be, it must be” and it then operates as an exemplar of all that is included in our sustainability definition. Further, as Maslow suggested, such an organization will operate at a commendable boundary in “others’ domain” and will be thus able to channel its energies internally to appropriately satisfy the needs of “its own domain.”

For organizations to meaningfully contribute to their own sustainability their activities need to be reported and measured against identified goals. To this end the profit/ economic survival balance sheet must be amended to include bottom lines for environmental and social accountability. This has become known as the triple bottom line and there may yet be other measurements that will be added.  This new way of assessing an organization’s performance is one of the biggest challenges facing organizations today; however, the application of the Maslow hierarchy to an organization allows stages and behaviors on the journey toward sustainability to be described, and a “Sustainability Score Card™” developed, that allows the organization readily to track progress and report measurements.

Please clic the link to if you would like information concerning the related Seminar. To get to  know more about building & leading sustainable organizations and how the Sustainability Score Card™ enhances your potential to achieve this goal, please give us a call through The Leadership Alliance Inc. …. our best to you, Carol and Peter

Power over vs Power to ..

One may provide all the rational understanding and wherewithal for individuals or communities to accomplish a given objective, but if they don’t want to do it then it won’t happen, or the effort will be half-hearted with predictable results. Surely this simple truth is common knowledge, but much of the organizational managerial establishment still doesn’t get it – having ‘power over’ may make you feel good, but it’s a strategy that starts off suboptimal and goes down hill from there.

Of course organizations do routinely operate under a façade of rationality, but they still over-emphasize the goal-orientation that drives them, and under-value the expressive affective arenas of life; this in spite of a large influx of women into the workforce. In 1973 Gerard Egan wrote “Emotional repression in undoubtedly still a far greater problem than emotional overindulgence” [1]. Some thirty-odd years later this statement is as true as ever in my opinion; society still equates management capability with emotional maturity.

This translates as the control or repression of feelings, and organizations continue to use the word ‘emotional’ in a derogatory sense. Indeed, since managers are often guarded in their feelings, they prefer others to behave in the same way: “It is thought uncivil, rude, unconventional, unwarranted, and even obscene to express feelings toward others.  Emotional insulation parades under such euphemisms as ‘respect for others’ and ‘the dignity of privacy’” [2]; I would go further and include that it parades as ‘respect for our leaders and managers’. Putnum and Mumby quote Lutz who sums it up well: “In addition to treating emotion as a physiological state, people regard emotion as a value-laden concept which is often treated as ‘inappropriate’ for organizational life. In particular, emotional reactions are often seen as ‘disruptive’, ‘illogical’, ‘biased’ and ‘weak’. Emotion, then, becomes a deviation from what is seen as intelligent” [3].

Perhaps there is a fear in leaders and managers that focusing on emotional energy leads to loss of control; this is not the case: “Organizations do not need to abandon instrumental goals, productivity, or rationality to develop alternative modes of discourse. Emphasizing work feelings calls for including what is currently ignored or marginalized in organizational life. Rationality is not an objective, immutable state. Rather it is socially constructed and cast as the dominant mode of organizing. Rationality and technical efficiency, however, should be embedded in a larger system of community and interrelatedness. Perhaps organizations of the future could offer society a new alternative, one shaped by emotionally-connected creativity and mutual understanding as necessary elements for human growth.” [4].

A growing issue is that so much interpersonal communication is no longer face-to-face but ‘second-hand’ – mediated through technology, and “Technology makes it easy to fake authenticity, to manipulate it, to have encounters that seem authentic but are not” [5]; however, although technology such as email seems tailor-made for the powerful elite to hand out ‘the tablets’, social networking tools such as twitter and facebook offer huge opportunities for honest social interaction, and indeed demand a level of emotional honesty for social network trust and acceptance. I am encouraged by the way social networking tools leverage the community-influence of individuals to combat ‘power-over’ e.g. the political struggle in Iran. I also see why there will be resistance to inclusion of such tools in an organization’s inernal-use technology portfolio – but we can hope!

Social systems are highly complex and there is no guarantee that a particular seemingly desirable starting condition, such as the widespread introduction of social networking technology into organizations, will result in a desirable end-state. I do believe though that it would be a step in the right direction, helping to redirect the emotional labor that employees currently expend in subverting authoritarianism and emotional control, and channel it such that they display leadership in, and take personal responsibility for, shaping their own self-organizing system. “Here, ideally, people would give up some of their uniqueness to help build the edifice or common system, rather than clamoring for more power for their system, which then gets experienced as power over other people” [6].

Human nature being what it is, I do not believe that it is possible to build a paradise where an organization will fully succeed in dealing appropriately with all the complexities of the interactions within its social systems. I do believe however that an organization can strike an adequate balance between power-over/rationality/technical efficiency and non-rational factors, such that each field contributes to, and supports the other, in optimizing performance. I contend that by adopting this approach the quality of work, and work life of the organization, would be vastly enhanced over time, and that the ground would be well prepared for general adoption of much needed traits of leadership and personal responsibility at all employee levels. I would like to hear your views – please contact me to further explore these topics.

Notes

[1] Egan, G., Face To Face, Brooks/Cole Publishing, Monterey, 1973; pp. 61

[2] Egan, G., Face To Face, Brooks/Cole Publishing, Monterey, 1973; pp. 64

[3] Putnam, L.L., Mumby, D.K., Organizations, Emotion and the Myth of Rationality, in S. Fineman (Ed), Emotion in Organizations, Sage Publications, London, 1993; pp. 36

[4] Putnam, L.L., Mumby, D.K., Organizations, Emotion and the Myth of Rationality, in S. Fineman (Ed), Emotion in Organizations, Sage Publications, London, 1993; pp. 55

[5] Lukensmeyer, C.J., Parlett, M., Power, Change, And Authenticity: A Political And Gestalt Perspective, British Gestalt Journal, Vol. 6, No. 1, 1997; pp. 7

[6] Lukensmeyer, C.J., Parlett, M., Power, Change, And Authenticity: A Political And Gestalt Perspective, British Gestalt Journal, Vol. 6, No. 1, 1997; pp. 13

Dancing with the Gorilla!

Once upon a time the pace of change was slow enough that we could adapt either by making small adjustments or by passing our insights on to the next generation. Today the pace of technological and social change accelerates almost continuously, and the necessary adjustments are so large as to lead us to talk about the “management of discontinuities” and our insights are often out of date as soon as we formulate them.

Our environment has become so large, interconnected, complex and unpredictable that the only kind of stability we can find is dynamic – like a boat in a storm. Each day brings more surprises and we ponder “What in the world is happening to the world?” Our answer to this question shapes our individual world view that in turn shapes just about everything we do – so let’s explore a couple of world views ….. Enter the Gorilla of change that your organization is partnered to dance with whether you like it or not! Wake Up!! The trampling has commenced ….

The gorilla represents contextual change that can cause anything from minimal organizational discomfort to deathly executive fear – simple transition or absolute chaos. In the past the gorillas you and your organization danced with came from zoos, and were docile old things that gave you a very few surprises if any. They had names like unrest, confusion, transition, competition and the like. Your organization knew all the moves and steps and the dance went quite smoothly.

Suddenly the supply of tame gorillas dried up and all the new gorillas you partner with now have just come from the jungle. These gorillas are wild and unpredictable, and have names like ambiguity, disorder, complexity, and chaos – even dare we say it “global crisis”! Now, there are two ways you and your organization can dance today with these gorillas (1) the old way where you imposed the steps, or (2) a new way in which you learn to let the steps emerge.

Let’s review these two world views ….

1.    You impose the steps and you:

• see the future as an extension of the past and the steps are laid out
• strive for routine and predictability emphasizing efficiency (“doing it right”) over effectiveness (“doing the right thing”)
• fall victim to the “It has always worked” syndrome
• develop an organization that learns the steps from its own old manuals
• suffer under the curse of the paradigm so that the dance ends catastrophically. A paradigm is mental model of the world. It is useful for aligning the thinking and effort of all organizational members but over time it becomes a restrictive communal mindset where challenge to the status quo is unthinkable – be prepared to be trampled!!

2.    You let the steps emerge and you:

• “Go with the flow” … the dance is a complex system and you leverage the “exploitation/exploration” tension to your advantage
• embrace entrepreneurship and innovation, striving for continuous renewal
• strive for both effectiveness and efficiency
• are agile and leverage the knowledge in your human capital
• avoid the curse of the paradigm by ensuring freedom at all organizational levels to make decisions based on a culture of high autonomy – high alignment
• promote social networks and social networking
• are sensitive to what your organization’s “opinion leaders” are counseling

It turns out that dancing with your gorilla using style #2 fits very well with newly emerging theories that involve social networks, chaordics, and complex adaptive systems, to name just a few tempos. Indeed many current authoritative judges of gorilla dancing think you will have a sound future in competitive gorilla dancing if you adopt this style … ah, but how to begin without being trampled? Why not give me a call? I’d be delighted to introduce you to some great gorilla-dancing coaches ….

Rationality-Emotion Balance

One may provide all the rational understanding and wherewithal for individuals or communities to accomplish a given objective, but if they don’t want to do it then it won’t happen, or the effort will be half-hearted with predictable results. Surely this simple truth is common knowledge, but much of the organizational managerial establishment still doesn’t get it – having ‘power over’ may make you feel good, but it’s a strategy that starts off suboptimal and goes down hill from there.

Of course organizations do routinely operate under a façade of rationality, but they still over-emphasize the goal-orientation that drives them, and under-value the expressive affective arenas of life; this in spite of a large influx of women into the workforce. In 1973 Gerard Egan wrote “Emotional repression in undoubtedly still a far greater problem than emotional overindulgence” [1]. Some thirty-odd years later this statement is as true as ever in my opinion; society still equates management capability with emotional maturity. This translates as the control or repression of feelings, and organizations continue to use the word ‘emotional’ in a derogatory sense. Indeed, since managers are often guarded in their feelings, they prefer others to behave in the same way: “It is thought uncivil, rude, unconventional, unwarranted, and even obscene to express feelings toward others. Emotional insulation parades under such euphemisms as ‘respect for others’ and ‘the dignity of privacy’” [2]; I would go further and include that it parades as ‘respect for our leaders and managers’.

Putnum and Mumby quote Lutz who sums it up well: “In addition to treating emotion as a physiological state, people regard emotion as a value-laden concept which is often treated as ‘inappropriate’ for organizational life. In particular, emotional reactions are often seen as ‘disruptive’, ‘illogical’, ‘biased’ and ‘weak’. Emotion, then, becomes a deviation from what is seen as intelligent” [3]. Perhaps there is a fear in leaders and managers that focusing on emotional energy leads to loss of control; this is not the case: “Organizations do not need to abandon instrumental goals, productivity, or rationality to develop alternative modes of discourse. Emphasizing work feelings calls for including what is currently ignored or marginalized in organizational life. Rationality is not an objective, immutable state. Rather it is socially constructed and cast as the dominant mode of organizing. Rationality and technical efficiency, however, should be embedded in a larger system of community and interrelatedness. Perhaps organizations of the future could offer society a new alternative, one shaped by emotionally-connected creativity and mutual understanding as necessary elements for human growth.” [4].

A growing issue is that so much interpersonal communication is no longer face-to-face but ‘second-hand’ – mediated through technology, and “Technology makes it easy to fake authenticity, to manipulate it, to have encounters that seem authentic but are not” [5]; however, although technology such as email seems tailor-made for the powerful elite to hand out ‘the tablets’, social networking tools such as twitter and facebook offer huge opportunities for honest social interaction, and indeed demand a level of emotional honesty for social network trust and acceptance. I am encouraged by the way social networking tools leverage the community-influence of individuals to combat ‘power-over’ e.g. the political struggle in Iran. I also see why there will be resistance to inclusion of such tools in an organization’s inernal-use technology portfolio – but we can hope!

Social systems are highly complex and there is no guarantee that a particular seemingly desirable starting condition, such as the widespread introduction of social networking technology into organizations, will result in a desirable end-state. I do believe though that it would be a step in the right direction, helping to redirect the emotional labor that employees currently expend in subverting authoritarianism and emotional control, and channel it such that they display leadership in, and take personal responsibility for, shaping their own self-organizing system. “Here, ideally, people would give up some of their uniqueness to help build the edifice or common system, rather than clamoring for more power for their system, which then gets experienced as power over other people” [6].

Human nature being what it is, I do not believe that it is possible to build a paradise where an organization will fully succeed in dealing appropriately with all the complexities of the interactions within its social systems. I do believe however that an organization can strike an adequate balance between power-over/rationality/technical efficiency and non-rational factors, such that each field contributes to, and supports the other, in optimizing performance.

I contend that by adopting this approach the quality of work, and work life of the organization, would be vastly enhanced over time, and that the ground would be well prepared for general adoption of much needed traits of leadership and personal responsibility at all employee levels. I would like to hear your views – please contact me to further explore these topics..

Notes

[1] Egan, G., Face To Face, Brooks/Cole Publishing, Monterey, 1973; pp. 61

[2] Egan, G., Face To Face, Brooks/Cole Publishing, Monterey, 1973; pp. 64

[3] Putnam, L.L., Mumby, D.K., Organizations, Emotion and the Myth of Rationality, in S. Fineman (Ed), Emotion in Organizations, Sage Publications, London, 1993; pp. 36

[4] Putnam, L.L., Mumby, D.K., Organizations, Emotion and the Myth of Rationality, in S. Fineman (Ed), Emotion in Organizations, Sage Publications, London, 1993; pp. 55

[5] Lukensmeyer, C.J., Parlett, M., Power, Change, And Authenticity: A Political And Gestalt Perspective, British Gestalt Journal, Vol. 6, No. 1, 1997; pp. 7

[6] Lukensmeyer, C.J., Parlett, M., Power, Change, And Authenticity: A Political And Gestalt Perspective, British Gestalt Journal, Vol. 6, No. 1, 1997; pp. 13