Organizational Types / Structures
In this essay I identify several ways in which this transformation can take place in a closely=held enterprise through specific acts of appreciation.
Theory E²: Working with Entrepreneurs in Closely-Held Enterprises III. The Appreciation of Entrepreneurship and Enterprise
I explore the many dimensions of appreciation and then provide a way in which an appreciative process can be engaged in what I have identified as the investment in human capital.
Theory E²: Working with Entrepreneurs in Closely-Held Enterprises X: Interplay between Entrepreneurship and Organizational Structures and Operations, and Organizational Culture
We examine two characteristics that influence and are influenced by entrepreneurial style: organizational structures and operations, and organizational culture.
Theory E²: Working with Entrepreneurs in Closely-Held Enterprises IX: Interplay Between Entrepreneurs and Maturity, Tasks, Problems and Environment
We do know something about good and bad matches and about which characteristics of a work environment generally have the greatest bearing on the effectiveness of our four approaches to entrepreneurship.
Theory E²: Working with Entrepreneurs in Closely-Held Enterprises–VIII. The Participating Entrepreneur
The participating entrepreneur draws attention to unacknowledged ideas and competencies in the organization. She appreciates that which already exists and encourages use rather than conservation of existing resources.
The thoughtful executive encourages reflection and leads the organization toward small, incremental changes that can easily be reversed if needed.
Like many gurus (ranging from Buddha to Jesus) the inspiring entrepreneur often seems to gather people and resources around her without even trying.
The organizational psychologist faces several challenges of her own in working with the entrepreneurial leaders of these organizations.
A central tenant of an appreciative perspective on entrepreneurship is recognition and understanding of the complex situations in which entrepreneurs as decision-makers find themselves.
A vicious cycle of incremental change enacted in response to the consequences of other incremental changes can lead an individual or organization into serious and destructive commitments that were not initially intended