Toward a humanized systemic organization: a Confucian perspective

Tuan, Nien-Tsu; Ryan, Tom

doi:10.1002/1099-1743(200007/08)17:4<341::aid-sres308>3.0.co;2-x

Cited by 6 publications

(4 citation statements)

References 4 publications

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“…Spiritual traditions may function in a similar way, as they support complex interdependencies and influence system-wide coherent organizational change in complex systems. Examples of the fractal dynamics of spiritual traditions have included Confucianism (Tuan and Ryan, 2000) and mindfulness practice (Langer and Moldoveanu, 2000). In these situations, core principles are held by all practitioners and systemic patterns emerge at levels of family, group, institution, and community.…”

Section: Fractalsmentioning

confidence: 99%

Complexity and the Dynamics of Organizational Change

Glenda¹

2011

The Sage Handbook of Complexity and Management

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Section: Fractalsmentioning

confidence: 99%

Complexity and the Dynamics of Organizational Change

Glenda¹

2011

The Sage Handbook of Complexity and Management

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“…The prevailing system approach is significantly underpinned by the organicism metaphor (Boulding 1956;Ashby 1956;von Bertalanffy 1968;Miller 1978;Forrester 1961;Beer 1984). The organic concept is characterised by the following (Tuan and Ryan 2000):…”

Section: Springermentioning

confidence: 99%

Beyond the Shadow

Tuan

2007

Syst Pract Act Res

Self Cite

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This paper attempts to probe into the philosophical foundations of organizational theories. By reflecting upon several lofty philosophies and ideas, this paper argues that the convention of functionalism, primarily rests on analogical mapping, possesses inadequate grounding about omitting human issues. By contrast, humanism overstresses nondeterminist property of the human mind, and ignores the objective constraints of lifeless entities. Grounded on these arguments, this paper proposes multiple perspectives to complement diverse convictions. The proposed idea seeks to increase the variety of a management system, and an effective intervention in organizational problems.

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“…It contends that a system should encompass both “people” and “entity”. Tuan and Ryan (2000, p. 341) outline the difference between first‐order and second‐order cybernetics. Overall, second‐order cybernetics concerns the observing system's purpose, as well as the autonomy and interaction between the observer and the observed system.…”

Section: Complexity As An Enemy To Systemic Designmentioning

confidence: 99%

On the complex problem: a study of interactive management

Tuan

2004

Kybernetes

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This paper attempts to explicate the characteristics of the complex problem per se. By reflecting upon several lofty philosophies, this paper argues that a complex problem consists of two parts: human's incapacity of mental power and human's cognitive dissonance. Grounded in these presumptions, this paper will illustrate that the conventional engineering approach, which primarily rests on a single observer's favourable model, is inadequate to cope with the complex issue. By reviewing several prevailing soft approaches, this paper promotes interactive management (IM) as a useful methodology for intervening in the complex problem. A case study of employing IM in a South African media context is given to demonstrate its usage.

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Toward a humanized systemic organization: a Confucian perspective

Cited by 6 publications

References 4 publications

Complexity and the Dynamics of Organizational Change

Complexity and the Dynamics of Organizational Change

Beyond the Shadow

On the complex problem: a study of interactive management

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