Transformative Learning

Cunliff, Ed; King, Jeff

doi:10.18060/22500

Cited by 2 publications

(3 citation statements)

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“…Yet Senge made no mention of it. The precise origins of the metaphor in systems theory are unclear (Cavana, Goodman and Maani, 2018;Cunliff and Monat, 2018), and many systems thinkers are critical of its oversimplification (Cunliff in Cunliff and Monat, 2018;Hitchins, 2018). Images of the iceberg within this literature also vary considerably in terms of number of levels, what lies above and below the 'surface' and whether the iceberg refers to levels of causation or perspective (Cunliff, 2008).…”

Section: The Nature Of Its Contentmentioning

confidence: 99%

Historical Organization Studies

2020

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Today, understanding our past is more urgent than ever to inform our future. This book makes a fantastic job of discussing fundamental issues to make sense of history in organization studies. The book is a must-read for all academics who are interested in producing solid organizational studies historical accounts as well as to understand how history has been discussed in organization studies." Professor Rafael Alcadipani, Fundação Getúlio Vargas, FGV-EAESP, São Paulo "The authors in this volume venture audaciously into the interdisciplinary worlds of management studies and history. The outcome is a book which marks a serious advance in showing how business and management can incorporate history more dynamically in research, and benefit greatly as a result." Professor Geoffrey Jones, Isidor Straus Professor of Business History, Harvard Business School "This volume takes an important next step in the further development of the 'historical turn' in organization studies by bringing together theoretical, methodological and empirical insights. Through compelling narratives from all parts of society, it demonstrates how the interplay between history and organization studies advances our reflexivity and ability to engage in the future." Professor Majken Schultz, Centre for Organizational Time, Copenhagen Business School "There is a need for historical organization studies. This book not only explains why this is the case but also what it means. The rich collection of empirical examples helps us understand the various approaches that can be taken and how they can contribute to organization studies. Highly recommended reading!" Professor Eero Vaara, Hanken School of Economics and Saïd Business School, University of Oxford "This collection demonstrates the extent to which the promise of Historical Organization Studies-the interplay between creative historical research and innovative organizational theory-is becoming a reality. Along with an introduction by four leading scholars that maps out the intellectual terrain of the field, the chapters demonstrate the variety of different ways in which scholars are integrating history and theory to generate new insights about organizations and organizing. I would especially recommend the volume for early career researchers interested in learning about a dynamic and emerging field of organizational scholarship." Professor

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Section: The Nature Of Its Contentmentioning

confidence: 99%

Historical Organization Studies

2020

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“…Yet Senge made no mention of it. The precise origins of the metaphor are unclear (Cavana, Goodman, and Maani, 2018;E. Cunliff and Monat, 2018) and many systems thinkers are critical of its over-simplification (Cunliff in Cunliff and Monat, 2018;Hitchins, 2018).…”

Section: A More Complex Storymentioning

confidence: 99%

“…The precise origins of the metaphor are unclear (Cavana, Goodman, and Maani, 2018;E. Cunliff and Monat, 2018) and many systems thinkers are critical of its over-simplification (Cunliff in Cunliff and Monat, 2018;Hitchins, 2018). Images of the iceberg within this literature also vary considerably in terms of number of levels, what lies above and below the 'surface', and whether the iceberg refers to levels of causation or perspective (Cunliff, 2008).…”

Section: A More Complex Storymentioning

confidence: 99%

The organization-as-iceberg as a counter-metaphor

Badham¹,

Bridgman²,

Cummings³

2020

Historical Organization Studies

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Collier, 2013;Cummins, 2001) as well as practitioner simplifications for disseminating complex system thinking (Kim, 1999). It has recently resurfaced in 'Theory U' approaches to organizational learning and development (Scharmer and Kaufer, 2013).In most popular introductions to organizational behaviour (Hellriegel and Slocum, 2011: 479-80; Mullins and Chrysty, 2010: 4-9), and similarly popular introductions to change management (Senior and Fleming, 2006: 138/139), the iceberg figures prominently as a means of re-focusing attention onto: 'covert, behavioural' as well as the 'overt, formal' dimension of organizations; the powerful impact the former elements have; the dangers of failing to understand and attend to their consequences, as they are 'often hidden and resistant to change' (Hellriegel and Slocum, 2011: 479); and the difficulties in detection given that the characteristics are 'mainly hidden', 'rarely talked about' and one has to 'guess' at how large it is and its significance. In popular parlance the implication of the iceberg metaphor is to highlight the 'hidden' nature of the tacit, informal and covert dimensions of organizational life, and the 'dangerous' consequences of a failure to appreciate its depth and significance. As Senior and Fleming (2006: 139) note, the 'difficulties in detecting the extent and characteristics of the hidden part of the iceberg are analogous to the difficulties encountered in examining and understanding the more informal, hidden aspects of organizational behaviour ' and, as Mullins and Chrysty (2010: 4) remark, citing Hellriegel, Slocum and Woodman (1998: 5), 'What sinks ships isn't always what sailors can see, but what they can't see.' Rick (2014; 2015) reinforces the Titanic icon, in warning that seemingly well-planned and structured 'unsinkable' change interventions often founder after 'collision' with the less visible and not considered bulk of the organization that lies beneath the surface.

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Transformative Learning

Cited by 2 publications

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Historical Organization Studies

Historical Organization Studies

The organization-as-iceberg as a counter-metaphor

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