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This essay applies one of the lessons from the lectures of James March on the necessity of imagination for understanding real-world phenomena such as the processes of innovation, despite the imagination's potential to ruin learning. A science of innovation depends on empirical studies from the past, yet it must capture those studies within stories. The essay concludes by encouraging scholars to examine the adequacy of those stories and consider enriching the storehouse of stories about processes of innovation from great works of literature.
There is an ongoing concern about workplace ethics. Many voices say that our educational system ought to do something about it, but they do not agree about how to do this…
There is an ongoing concern about workplace ethics. Many voices say that our educational system ought to do something about it, but they do not agree about how to do this. By the time students reach post‐secondary education, they will have already developed a general moral sense. The concern is whether their moral sense is sufficient for ethical situations in the workplace. If not, post‐secondary education is expected to close the gap. In order to do this, educators need information about what is missing. Educators can set clear, work‐related objectives and use classroom activities to reach those objectives based on an identification of these gaps.
Henri Ellenberger argued that in many instances, illness serves as an integral stage in the creative process. This paper begins by contrasting the simplistic image of cause-and-effect with Ellenberger's three-part model, with illness in the middle. Then, it sets forth five different ways to construe the period of illness as a contribution to a creative process that will have begun before the illness. It concludes by introducing a familiar example from Western history of a leader whose contributions might have built upon years of exemplary preparation, but actually began in earnest only after a defining period of sudden illness.
Henri Ellenberger  wrote an influential essay in the 1960s titled "The Concept of Creative Illness." Part of its brilliance is due to the fact that it took a relatively common model of cause-and-effect and added something to it, presenting a slightly more sophisticated model that raised interesting new questions about the relationship between illness and creativity. This paper considers the importance of studying the creative process through the lens of illness as liminality.
The pursuit of innovation depends on creativity as a competency, yet creativity-especially in organizational settings — is difficult to understand, let alone manage. By…
The pursuit of innovation depends on creativity as a competency, yet creativity-especially in organizational settings — is difficult to understand, let alone manage. By consulting works of Maurice Merleau-Ponty (art), Martin Heidegger (philosophy), and Hannah Arendt (political science), this article offers a composite account of creativity that suggests the aggressive pursuit of creativity in an organizational setting should include an expenditure of effort by leaders to create a social environment where participants can reflect upon and accept their own inner creativity, known as natality, as well as the creativity of others as a collective response to aspects of a reality we ordinarily overlook.
This essay summarizes the Harry Camp Lectures of Herbert Simon as they pertain to organizational decision-making. Organizations struggle to survive in ways not unlike…
This essay summarizes the Harry Camp Lectures of Herbert Simon as they pertain to organizational decision-making. Organizations struggle to survive in ways not unlike organisms in the natural world, whether by means of domination or adaptation — though with the profound advantage of making conscious decisions how to adapt, rather than trusting to trial-and-error. Unfortunately, many experts in decision-making advise organizations to adopt methods for optimization that are unrealistic, if not impossible, such that the objective of survival is actually threatened by such advice.
This chapter explores the dual constructs of Winnicott’s notion of holding environment and Altvatar et al.’s notion of “stepping up and stepping back” into leadership…
This chapter explores the dual constructs of Winnicott’s notion of holding environment and Altvatar et al.’s notion of “stepping up and stepping back” into leadership roles. The merging of the two constructs provides a double lens through which to analyze the Truth and Reconciliation Commission (TRC) process in post-apartheid South Africa in the mid-1990s. Reporting from that era provides first-hand recollections and transcripts of the process. In addition, the political moment of transition and healing via TRCs serves as an arena in which to consider the importance of a holding environment when undertaking social justice missions in which leadership and followership are ineluctably entwined. While the outcome of South Africa’s TRCs is considered imperfect, I suggest that the establishment of similar such holding environments would further dialogue and efforts toward peace and reconciliation in the United States around issues of race.