Business Decisions, Human Choices

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Business Decisions, Human Choices Restoring the Partnership Between People and Their Organizations

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By Lloyd C. Williams

ISBN: 1-56720-015-X

ISBN-13: 978-1-56720-015-7

DOI:

208 pages, figures, tables

Quorum Books

Publication: 7/30/1996

List Price: $110.95 (UK Sterling Price: £65.00)

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Media Type: Hardcover

Also Available: Ebook

Trim Size: 6 1/8 x 9 1/4

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Description: Dr. Williams contends that over the last 20 years a change has occurred in organizations that has created a syndrome of dysfunctions that are neither good for businesses nor for the people who work in them. Williams sees businesses as living entities, and argues that how they act and react will have an impact on their employees, and often a devastating impact. In much the same way as businesses make decisions, people make choices, and seldom are these decisions and choices congruent. Unless disparate self-interests and goals can be reconciled--unless a partnership can be restored between people and their organizations--not only will employees be damaged, but the success of their organization, upon which they depend for their livelihoods, will be jeopardized. How this dangerous situation came about, what it means, and how it can be remedied is the subjet of Dr. Williams' book. Research-based and always in touch with the realities of commerce, Dr. Williams will make business people aware that organizations and their people must become reunited, and then show them how it can be done. Dr. Williams makes clear he is not simply speculating or theorizing. His goal is to make management aware of the dysfunctions that are damaging their organizations, and how these are reflected in the behaviors of their employees. When he calls for a focus on humanity, spirit, and context, Dr. Williams is actually offering a workable, real-world strategy to breathe new life into organizations of all kinds--a strategy he calls The Trinity Process. Its purpose: to help management restore the essential partnership between organizational entities and the people who make them succeed or fail. In Part One he shows what it means to be part of any organization and, with anecdotes and cases from his own research, helps readers grasp the dynamics of their own organizations. In Part Two he proposes new or reframed "paradigms" that provide an underpinning for the reestablishment of equality between organizations and their employees. Then, in Part Three he presents The Trinity Process itself. The result is a remarkably lucid, readable, engrossing exploration of organizational life today, important reading for decision makers in all types of organizations, public as well as private, and for academics concerned with how organizations behave.

Table of Contents:

Acknowledgments
Introduction
Dysfunctions in Choice: The Case of Organizational Makeovers
Politics as the Baseline of Choice: Impacts on Leader Decision Making and the Making of Organizational Psychosis
Organizational History as the Baseline of Choice: Impacts on Managers and Leader Decision Making and the Making of Manic Depressives
Homogeneity or Diversity as Baseline of Choice: Impacts on Employee and Customer Decision Making and the Making of Neurotic Behavior
Mini-Epilogue
The Traps that Tear Us Apart: How We Fail in Our Decision Making and Create Organizational and Personal Shame
Organizational Co-Dependence
Mini-Epilogue
Transforming Business: The Building of Parallel Paradigms that Impact the Business System and the Business Employee
Leading and Changing for the Future: Using the Parallel Paradigm to Make Choices
Transforming Business, Transforming Employees: The Development of Competencies that Expand, Empower and Explore; The Trinity Process of Business and Personal Development
Utilizations of the Trinity Process: Changing the Human and Business System Outcomes
The Trinity Process in Action
Epilogue

LC Card Number: 95-50740

LCC Class: HD30

Dewey Class: 658


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