Barbara Czarniawska and her fellow theorists of organization may be correct in their supposition that the truth or falsity of Weick’s fable has no bearing on the reception of his ideas in the world of management studies but, if she is, that reveals a great deal about the manner in which knowledge is constructed in that world. The moral that managerial ‘sense-making’ operates to the benefit of the managed is always going to be a popular idea amongst managers themselves and is a great stimulus to scholars to find supporting ‘evidence’. The more likely outcome of Weick’s story is that the sense-making leader, armed with his map of somewhere else, succeeded only in leading his followers over a cliff where they all fell to their deaths, the moral being that one should never defer to the judgment of people simply because they think they know the answers. On this one could cite stories which are not fictional: those of Dick Fuld at Lehman Bros. and Jeffrey Skilling at Enron for instance
posted by Peter Armstrong
April 29, 2013 @ 7:12 AM
JSTOR, the online academic archive, contains complete back issues of American Scientist from 1913 (known then as the Sigma Xi Quarterly) through 2005.
The table of contents for each issue is freely available to all users; those with institutional access can read each complete issue.
View the full collection here.
An early peek at each new issue, with descriptions of feature articles, columns, and more. Issues contain links to everything in the latest issue's table of contents.News of book reviews published in American Scientist and around the web, as well as other noteworthy happenings in the world of science books.
To sign up for automatic emails of the American Scientist Update and Scientists' Nightstand issues, create an online profile, then sign up in the My AmSci area.