Search results

The credibility of valuation is enhanced by the use of quality and reliable property market data. Nonetheless, the availability of quality and reliable market data remains a problem for valuers in Ghana, as current market data sources are tainted with issues of reliability. The purpose of this study is to examine the possibility of establishing property market data banks in Ghana, to help solve the market data problem faced by valuers.

This study adopted a mixed-method approach consisting of the identification and review of literature, interviews with officials from the Lands Valuation Division of the Lands Commission and a questionnaire survey of property valuers.

The study finds that it is possible for property market data banks to be established, and in the absence of facilitating legislation, partnerships among various stakeholders are the best way of achieving this. The study identifies the lack of initiative and the lack of partnerships among the various stakeholders inter alia as the major factors limiting the establishment of property market data banks. The findings imply a need for stakeholders to take initiative to establish a property market data bank aimed at improving the quality and reliability of market data to enhance the valuation practice.

The study asserts the possibility of creating a property market data bank in Ghana, notwithstanding the limiting factors. The findings will provide a basis for relevant institutions and agencies to take cooperative action for the establishment of property market data banks, towards enhancing the valuation practice in Ghana as well as in other developing countries. The study will also prompt research into various tools and mechanisms to be adopted towards the establishment of property market data banks through participatory means.

The senior manager’s role is to constantly identify and clarify what to focus on and then to direct energy into that focus. This involves learning to gain clarity of purpose within a context of uncertainty and disagreement: the place of not knowing. Learning to work in this way involves discovering how to act as though one knows whilst still not knowing. This requires a working awareness of the fact that certainty is socially constructed knowing rather than discovered truth. In this way, leaders can lead others to know what to do. The authors present a case study of their work together (as an academic and a chief executive) which describes one approach to supporting organizational leaders in this task.

The purpose of this paper is to introduce a novel approach to the analysis of individual and co‐constructed change management narratives, utilizing a framework derived from the theory of complex responsive processes.

The research project explored change management through the analysis of narratives arising from participation in group conversation. This comprised a six‐month intervention with a group of six leaders from the Church of England. An action research method was employed that required the leaders to bring a case study from their work that required a change management intervention. The focus of the research study was not to “solve the problem” but to practice a particular method of conversation. Transcripts of the conversations were analyzed for change or continuity in the organizing narratives. The analytical framework employed comprises three paired categories of organizing narrative themes, namely Legitimate/Shadow; Formal/Informal; and Conscious/Unconscious.

The analysis focuses on both the interactions between these organizing themes and upon the iterations, over time, in the narratives. Following the theory of complex responsive processes, the practice of change management and its consequences are understood not as cause‐effect but rather as participation in emergent narratives. It is suggested that such narratives do not merely contribute to change management within an organization but that from the perspective of complex responsive processes theory such conversational life is change management.

The action inquiry method employed and the approach to data analysis from the perspective of complex responsive processes theory, together constitute a novel approach to researching and understanding change management.

This paper aims to help develop an understanding of how complexity theory may be applied to an understanding of leadership and organizational dynamics and contributes to the growing body of literature in the same subject.

Stacey's theory of complex responsive processes is used to analyse leadership and organizational dynamics in an unusual example of an organizational simulation exercise on an MBA programme.

This article shows how the theory of complex responsive processes may offer the potential to understand episodes of emergent, and potentially creative, forms of organization and leadership. It demonstrates how to recognise and work with the qualities of participation, conversational life, anxiety, diversity, and with unpredictability and paradox.

This paper complements previous articles in LODJ that seek to use complexity theories in the analysis of leadership and organizational dynamics. It demonstrates how an analysis from the perspective of complex responsive processes differs from that of complexity theories that focus on systemic rather than process thinking and that do not incorporate insights from psychology and social theory.

The purpose of this paper is to re‐explore the concept of transformational leadership using a combination of action research methods in order to contribute to a clearer understanding of the practice of strategy development and culture change management.

Reflects on an organizational development (OD) intervention which addressed strategic culture change with the senior management team of a UK‐based international manufacturing organization. In line with emergent theory and practice OD consultants, authors intervened at the three levels: strategy, culture and top team dynamics. Whilst the client seemed happy with the outcomes, the authors believed that the intervention had failed to effect transformational change and were thus motivated to re‐examine practice in the light of recent contributions to the OD and organizational learning literature. This analysis suggests that future OD practice should be grounded in processes of dialogue permeating all phases of the intervention. At the diagnostic phase, there is a need to identify more clearly the enablers and barriers to productive learning. Subsequently, during implementation, the boundaries of the intervention with particular reference to politics, authority and task should be managed more carefully and explicitly.

The red‐blue exercise is an example of an iterated prisoner’s dilemma (IPD) and is commonly used in educational and training settings to help participants to develop skills in conflict management, negotiation, and inter‐group dynamics. In this paper, it is argued that the exercise is poorly suited to these learning tasks. However, the exercise does provide a powerful yet manageable example of a complex system in action. A systems analysis is offered that both demonstrates why red‐blue is unsuitable when used primarily for personal development training and shows how it may be used as an educational tool to introduce the subject of complex systems.

The purpose of this paper is to explore the potential function of narratives of personal experience in engaging with unknowable reality.

The paper draws on research on managers working with the unknown using narrative methods together with ancient and modern theories of knowing.

It is suggested that the unknowable is of importance to the leader of change and that narrative is a productive form of engagement with unknowable reality. Implications for leadership practice are identified.

The role of narrative alongside a largely forgotten form of understanding, intellectus, is considered.

Describes the non‐prescriptive approach which the authors have used successfully as the basis for their interventions as culture‐change consultants and management development practitioners in the UK public sector. The requirement has been to help top management to develop an effective strategic‐change management process to achieve organizational transformation. Key elements of the approach are: simultaneous interventions at the levels of top‐team dynamics, cultural values and strategic planning; the collaborative management of an interactive top‐down/bottom‐up process; and the application of a unique combination of technologies in the cultural values survey (CVS) and strategic options development and analysis (SODA).

Explores the differences between two categories of in‐company management development programme: those that offer participants a nationally recognized qualification and those that are not assessed. The argument is made that certificating a programme will lead to different forms of experience and outcome for the participants and for the organization and believes that it is important for clients and providers to be aware of these differences when engaged in selecting, planning and running a management development programme if maximum benefit from the investment is to be gained. A tentative contingency theory is outlined.