Organizational Culture and Paradoxes in Management: Firms, Families, and Their Businesses

Cover
Half Title
Series Page
Title Page
Copyright Page
Dedication
Table of Contents
Preface
1 The Premises of the Argument
	Definitions of the Situation: Truth, Reality, and Identity
	Choices: Value, Power, Status, and Identification
	Power, Value, and Justice
	Games
	Games and Culture
2 Families and Their Businesses
	Some Basics
	Ties of Blood and Relatedness
	Kinship Systems
	Marriages and Families
	Family Businesses and Family Property
	Organizational Culture in Family Businesses: The Stage of Change
		Some Universal Elements
		From Structure to Uniqueness: Particulars
3 Definitions of the Situation
	The World of Practice and the World of Ideas
	The Management of Truth and Untruth
		The Playful or Emotional Adult: Myth and Fiction
		Serious Talk: Sensemaking and Identity Stories
		The Search for Truth: Scientific Models and Essays
	The Management of Doubt
		Doubts about Reality: Ontological Oscillation, Interpretive Flexibility, and Ambiguity
		Doubts about Certainty: Biases, Intuitions, and Cognitive Automatisms
		Fuzzy Sets, Prototypes, Natural and Linguistic Categories
		A Preference for the Visible: Narratives, Causality, and Rhetoric
		Variations of Memory, Imagination, and Predictions
		Statistical Anomalies
		Doubts about Truth
	The Management of Tacitness and Unconsciousness
	Organizational Culture and Paradoxes in Management: Truth, Doubt, and Error
		Culture as Learning: Abstractions
		Culture in the Practice: Learning from Experience and Novelty
4 Value, Meaning, and Power
	Emotions
		Emotions as Private Signs of Value
		Emotions as Instruments of Communication and Structuration
	Meaningful Games and Their Trade-Offs
		Social Games: Instrumental Uses, Power, Rank, and Meaning
	The Rupture of Meaning: Social Dilemmas
		Trade-off # 1: The Dilemma of Cooperation
		Trade-off # 2: Honor, Justice, and Reputation versus Utility
	The Social Negotiation of Trade-Offs and Ambiguities
		Conflict
		Norms
		Rules, Processes, and Contracts
		Deviance, Error, and Genius
		Limit Situations
	Social Power and the Construction of Meaning
		Coercion
		Rewards
		Charisma
		Legitimacy
		Complementarities
	Organizational Culture and Paradoxes in Management: Power and Value
		A Chain of Meaning
		Touching the Actors
5 Communication
	The Place of the Game
		Triads and Small Groups
		Informal Networks
		Bureaucracies and Hierarchies
	The Game of Communication
		Theme and Tone
		The Media
		The Flow of Communication
		Ambiguity
		Egocentric Biases
		Self-Fulfilling Cycles of Communication
			Illusions of Consensus
			Paranoid Cycles of Mistrust
	Communication, Conflict, and Appeasement of Conflict
		Communication during Conflict
	Privileging Self-interest: Communication during Bargaining
	Privileging Common Meanings or Actions: Rational Discussions and Muddling Through
		Rational Communication
		Muddling Through
	Organizational Culture and Paradoxes in Management: Communication
		Some General Elements
		Local Aspects
6 The Organization of Culture
	Leading Change
	Setting the Tone
	Drafting Some Rules
	Relational Contracts
	Putting in Practice
Appendix 1: Some Remarks about the Practice of Change
	The Methodology
	A Brief Critique
	A Final Summary
Appendix 2: Didactic Material Used During the Change Process
Bibliography
Index