2008
DOI: 10.1080/02604020802303747
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Evolving to Address Global Climate Change and the Scale of Public Interactions

Abstract: Global climate change is complex to address. It will require people to interact publicly as well as set policy, as a crucial part of addressing it. To date, skills for effective public interaction-where such interactions even exist-do not measure up to the demands of such global complexity. Hierarchical complexity is used to analyze common forms of public talk and interaction. Its premises are applied to approaches to conduct public discourse, including postformal approaches. The Scale of Public Interactions i… Show more

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Cited by 5 publications
(4 citation statements)
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“…Managers and consultants at later stages focus on cultural change as the leader's task (Weathersby, 1993), manage to create transformative changes (Torbert and Rooke, 1998) and were regarded as more competent in leading organizational change initiatives (Bushe and Gibbs, 1990). Similar patterns have been identified in sustainability projects, where those most interested in performing transformational changes are those with later action logics, who also have the capacities to see all systems (environment, social and economic) that need to be integrated (Baron and Cayer, 2011;Boiral et al, 2014;Boiral et al, 2009;Brown, 2011;Inglis, 2008;McEwen and Schmidt, 2007). There is mixed support for the proposition that later action logics creates leadership effectiveness (McCauley et al, 2006), which could be explained by complex human beings and all persons having strengths and weaknesses in unique combinations (Herdman-Barker, 2016).…”
Section: More Complex Frames Facilitate Transformative Changementioning
confidence: 65%
“…Managers and consultants at later stages focus on cultural change as the leader's task (Weathersby, 1993), manage to create transformative changes (Torbert and Rooke, 1998) and were regarded as more competent in leading organizational change initiatives (Bushe and Gibbs, 1990). Similar patterns have been identified in sustainability projects, where those most interested in performing transformational changes are those with later action logics, who also have the capacities to see all systems (environment, social and economic) that need to be integrated (Baron and Cayer, 2011;Boiral et al, 2014;Boiral et al, 2009;Brown, 2011;Inglis, 2008;McEwen and Schmidt, 2007). There is mixed support for the proposition that later action logics creates leadership effectiveness (McCauley et al, 2006), which could be explained by complex human beings and all persons having strengths and weaknesses in unique combinations (Herdman-Barker, 2016).…”
Section: More Complex Frames Facilitate Transformative Changementioning
confidence: 65%
“…In general, complex issues require complex responses. From our view, it is important that processes be designed to scaffold interactions that are more likely to match the complexity of the issues and that allow participants to bring their best selves forward in order to address these issues (Inglis 2007(Inglis , 2008Jordan 2014;Ross 2009).…”
Section: Participative Methods Facilitation and Action Researchmentioning
confidence: 99%
“…The people most interested in performing transformational changes are those with later action logics. These also have the capacity to see all systems (environment, social, and economic) that need to be integrated in such efforts (Baron & Cayer, 2011;Boiral, Baron, & Gunnlaugson, 2014;Boiral, Cayer, & Baron, 2009;Brown, 2011Brown, , 2012Inglis, 2008;McEwen & Schmidt, 2007).…”
Section: The Mismatch In Adult Lifementioning
confidence: 99%