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Webs Of Resistence In A Newly Privatized Polish Firm
This study examines how the shared cultural values of employees in a Polish firm influence management attempts top transform organizational practices in a newly privatized factory. By introducing a foreign management approach, Total Quality Management (TQM), the management of this factory presents a potential conflict of values between the employees and the management philosophy. Tracing the historical and contemporary impact of traditional, political and religious influences in Poland and utilizing ethnographic techniques of observation, interviews, and secondary source data, the author identifies four patterns of shared mindsets. These mindsets, insecurity and instability, distrust, reluctance to assume responsibility and a struggle between individualism and collectivism generate resistance to the successful implementation of TQM in this factory.
Organizational studies research has identified cultural differences in values but previous studies have not examined the congruence assessment that employees make when confronted with a management intervention, such as TQM. The author finds that an incongruence between societal values and the values the employees perceive are embedded in the TQM approach produced actual outcomes that are not consistent with TQM objectives of empowerment, teamwork, visionary leadership and continuous improvement of quality. Employees demonstrated a reduced sense of empowerment, team goals that are counterproductive to organizational goals, autocratic leadership and an increased focus but not sustainable effort toward improving quality.
The book examines the reasons for these results through detailed description and extensive quotations from employees both inside the Polish firm and throughout Polish society.
The Little Book Of Transformative Community Conferencing
When conflicts become ingrained in communities, people lose hope. Dialogue is necessary but never sufficient, and often actions prove inadequate to produce substantial change. Even worse, chosen actions create more conflict because people have different lived experiences, priorities, and approaches to transformation. So what’s the story?
In The Little Book of Transformative Community Conferencing, David Anderson Hooker offers a hopeful, accessible approach to dialogue that:
Integrates several practice approaches including restorative justice, peacebuilding, and arts
Creates welcoming, non-divisive spaces for dialogue
Names and maps complex conflicts, such as racial tensions, religious divisions, environmental issues, and community development as it narrates simple stories
Builds relationships and foundations for trust needed to support long-term community transformation projects
And results in the crafting of hopeful, future-oriented visions of community that can transform relationships, resource allocation, and structures in service of communities’ preferred narratives.
The Little Book Transformative Community Conferencing will prove valuable and timely to mediators, restorative justice practitioners, community organizers, as well as leaders of peacebuilding and change efforts. It presents an important, stand-alone process, an excellent addition to the study and practice of strategic peacebuilding, restorative justice, conflict transformation, trauma healing, and community organizing.
This book recognizes the complexity of conflict, choosing long-term solutions over inadequate quick fixes. The Transformative Community Conferencing model emerges from the author’s thirty years of practice in contexts as diverse as South Sudan; Mississippi; Greensboro, North Carolina; Oakland, California; and Nassau, Bahamas.
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