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Acknowledgments | ||
Introduction | ||
1 | Identities, Organizations, and Adaptation to Change | 1 |
App. A | The Associationist Theory | 22 |
App. B | The Stream of Consciousness | 25 |
App. C | Variations in the Awareness of Self | 27 |
App. D | The Consciousness of Self | 29 |
App. E | How Shall the Self Be Conceived? | 39 |
2 | Promoting Identity Stability: Autobiographical Memory Construction | 53 |
App. F | Autobiographical Statement | 70 |
3 | Promoting Identity Distinctiveness: Selves Defined Through Polarizing Conflict | 73 |
4 | Organizational Identities, Knowledge Structures, and Decisions | 93 |
5 | Using Conflict Productively | 113 |
App. G | Past Research on Structured Conflict | 129 |
6 | Using Identities Productively | 135 |
App. H | Mindfulness on the Job | 152 |
App. I | An Example of a Dialogue | 163 |
References | 177 | |
Index | 197 |
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Add Identity, Learning, and Decision Making in Changing Organizations, Drawing on research in management decision making and cognitive and social psychology, Schwenk shows how personal and organizational identity affect decision making, learning, and adaptation to change within organizations. His purpose: to help executive d, Identity, Learning, and Decision Making in Changing Organizations to the inventory that you are selling on WonderClubX
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Add Identity, Learning, and Decision Making in Changing Organizations, Drawing on research in management decision making and cognitive and social psychology, Schwenk shows how personal and organizational identity affect decision making, learning, and adaptation to change within organizations. His purpose: to help executive d, Identity, Learning, and Decision Making in Changing Organizations to your collection on WonderClub |