Bonnitta Roy

“the development of human physiology has enabled us to call out in ourselves, as we communicate with others with significant symbols, a similar reaction to the one we are calling out in others. Mind, or our conversation of gestures with ourselves, the internal conversation which is thinking, allows us to make continuous adjustments to problems which arise between us and our environment, and between different aspects of ourselves:”
― Chris Mowles, Managing in Uncertainty: Complexity and the paradoxes of everyday organizational life

“The medium of engagement between staff engaged in competitive and cooperative interaction to achieve things together is embodied communication. By talking, discussing, taking turns, gesturing and responding to each other, recognising and misrecognising each other, staff in organisations are structuring what they do as themes and narratives of organising arise between them. Staff make sense together in both abstract and particular ways and contribute to organisational narratives about what is going on. They take up more abstract themes of organising, the organisation’s vision, mission and strategy, but can only do so locally, in particular situations with particular others. Organisational activity, then, is always local, no matter how senior are the staff who are working, and it always involves communication. But it is from the many, many local communicative interactions that the global organisational patterning arises, which in turn constrains and informs the local interactions.”
― Chris Mowles, Rethinking Management: Radical Insights from the Complexity Sciences

“How much would you say? Take a pencil and use this empty page to scribble, sketch, and do some calculations. The answer is on the next page, but I strongly encourage you to have fun and try it out for yourself first. Scribble, sketch, and have fun! I hope you did try to solve it yourself, because learning is so much more fulfilling when it is interactive. If you did not, too bad for you. ☹ In truth, the bacteria have only filled 3.125% of the glass. But how can this be? Well it is simple. If they double every minute, and they fill the entire glass in 60 minutes, then they will have filled half the glass the minute before 60 (or 50% after 59 minutes), half of that the minute before 59 (or 25% after 58 minutes), and so on. Table 3.1 summary of the last 10 minutes, starting from the end.  Time Elapsed    Amount Filled  60 minutes   100 .000%   59 minutes   50 .000%   58 minutes   25 .000%   57 minutes   12. 500%   56 minutes   6. 250%   55 minutes   3. 125%   54 minutes   1. 563%   53 minutes   0. 781%   52 minutes   0. 391%   51 minutes   0. 195%     Table 3.1: Exponential growth of bacteria in a bottle over the last 10 minutes. It all makes sense now, right? Suddenly it becomes clear, even obvious. Who could not get this? It is so simple, right? Apparently, it is not. The most common replies I get are between 50% and 90%. Even college graduates typically get it wrong. And let?s not talk about politicians. We will come back to this in the Appendix, with some real-world examples. For now, I think it is safe to say that we all understand what steady growth means. Let’s now see how this applies to our main focus in the next chapter: information technology.”
― Federico Pistono, Robots Will Steal Your Job, But That's OK: How to Survive the Economic Collapse and Be Happy

“As the idea of culture has migrated from anthropology to organizational theory, so it has become highly instrumentalized and reified. It is another example of the hubris of managerialism, which claims to be able to analyse, predict and control the intangible, and with the result that it can bring about the opposite of what it intends. In other words, with the intention of ensuring that employees are more committed to their work and are more productive, repeated culture change programmes can have the effect of inducing cynicism or resistance in staff (McKinlay and Taylor, 1996). With an insistence that staff align their values with those of the organization, what may result is gaming strategies on the part of staff to cover over what they really think and feel (Jackall, 2009).”
― Chris Mowles, Managing in Uncertainty: Complexity and the paradoxes of everyday organizational life