Organizational Psychology

In Search of Truth II: The Dance of Collusion

In Search of Truth II: The Dance of Collusion

A powerful process called collusion is operating when the expert and advice-follower dance together in creating an illusion of knowledge and foresight. Collusion is a complex and often subtle process, typically involving all parties in a relationship or group. Even if a participant is not actively involved in the collusion, the mere acquiescence to the collusion will exacerbate the collusive process.

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In Search of Truth I: Hubris and Narcissism

In Search of Truth I: Hubris and Narcissism

Leaders who attempt to predict the future make mistakes. What tends to worsen these situations and make them more dangerous is that people with the most knowledge can tend to emerge as leaders, with lots of influence on the people around them.

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Leading in the Future IX: Fragmented and Inconsistent Images

Leading in the Future IX: Fragmented and Inconsistent Images

We had moved in our postmodern world into a form of global capitalism that requires high levels of consumption, which in turns requires ceaseless transformation in style, a connoisseurship of surface, an emphasis on packaging and reproducibility.

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The Perfect Storm: Virus, Violence and Dysfunction

The Perfect Storm: Virus, Violence and Dysfunction

We have discovered that there might be a “perfect storm” operating at the point when these three systems interact. Pandemic virus meets race riot/police abuse meets government ineffectiveness.

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Leading into the Future VIII: Language and Segmentalism

Leading into the Future VIII: Language and Segmentalism

We are moving from a world that uses metaphors of sight (“having a vision of a future world,” “imagining an alternative”) to metaphors of speech (“finding one’s voice,” “telling one’s own story”). We are in a world where language has itself become reality and where globalization competing with a pull toward segmentalism.

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Theory E²: Working with Entrepreneurs in Closely Held Enterprises: XII. Assessment in the Enterprise Cycle (Part One)

Theory E²: Working with Entrepreneurs in Closely Held Enterprises: XII. Assessment in the Enterprise Cycle (Part One)

In the previous essay (XI) I introduced a key concept in the creation of an appreciative, closely held enterprise: appreciation …

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Organizational Consultation: An Appreciative Approach IV Change and Stabilization

Organizational Consultation: An Appreciative Approach IV Change and Stabilization

A model of consultation can be engaged that requires an openness to all options for one’s client to consider—including the option not to change.

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Mapping Effective Covid-19 Engagement: Four Responses to the Challenge

Mapping Effective Covid-19 Engagement: Four Responses to the Challenge

At times we must bring together wisdom, courage and vision—so that we might move forward personally and collectively under the guidance of a coherent and integrated map of virus-engagement.

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COVID-19: Organizational Challenges and Opportunities

COVID-19: Organizational Challenges and Opportunities

[Additional essays and videocasts regarding psychological ramifications of the COVID-19 virus outbreak can be found at: https://communitiescollaborating.com/[ Kevin Weitz, Psy.D. …

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Leading into the Future VII: Constructivism and Postmodernism

Leading into the Future VII: Constructivism and Postmodernism

I have already introduced the term “postmodernism” when beginning to describe the challenges associated with “leading into the future.” Now …

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