Mary Parker Follett: prophet of chaos and complexity

Mendenhall, Mark E.; Macomber, James H.; Cutright, Marc

doi:10.1108/13552520010348353

Cited by 36 publications

(22 citation statements)

References 11 publications

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“…Members form networks of relationships with coworkers just as leaders form relationships with other members and leaders. The interaction of these forces is nonlinear (Mendenhall, et al, 2000) and circular (Boje & Rosile, 2001) where the relationships between these variables are actually interrelationships. A member who is dissatisfied with their leader's interaction may approach a co-worker who has a good relationship with the leader to intervene.…”

Section: Discussionmentioning

confidence: 99%

The Early Organizational Management Theories: The Human Relations Movement & Business Ethical Practices Pioneered By Visionary Leader Mary Parker Follett

Kennedy

Heinzman

Mujtaba

2011

JBER

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In today’s business environment, managers make crucial decisions that affect the longevity of their organizations. We propose that Mary Parker Follett’s theories enhance the perspective of ethical standards and promote an organization’s overall value. The 21st century will require organizations to create overall value for all stakeholders; these constituent groups include employees, partnerships, national consumers, international consumers, domestic markets and global markets. The ethics in creating value for the organization is based on the internal and external perception of value by all stakeholders. The goal of this essay is to provide an understanding of the role of ethics in an organization.

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Section: Discussionmentioning

confidence: 99%

The Early Organizational Management Theories: The Human Relations Movement & Business Ethical Practices Pioneered By Visionary Leader Mary Parker Follett

Kennedy

Heinzman

Mujtaba

2011

JBER

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“…It is a collection of ideas pertaining to the behavior of complex, dynamical, non-linear systems (Buell & Cassidy). However, there seems to be consensus that such systems have common underlying characteristics (Bassingthwaighte, Liebovich, & West, 1994;Bell, Baldwin, & Schwartz, 2002;Crutchfield, Farmer, Parkard, & Shaw, 1995;Livneh & Parker;Mendenhall, Macomber, & Curtright, 2000;Piers, 2005;Zellermayer & Margolin). Some of these characteristics include: order underlying a seemingly chaotic exterior; unpredictability; dynamism; sensitivity to initial conditions; selfsimilarity; presence of attractor conditions; self-organization; emergence; and adaptation.…”

Section: Evolution Of the Instrumentsmentioning

confidence: 94%

Measuring Occupational Performance: A Pragmatic and Dynamical Systems Perspective

Ikiugu¹

2007

Journal of Occupational Science

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Advancing research in occupational science requires critical examination of existing occupational performance measurement instruments and development of new ones. The purpose of this paper is to contribute towards this endeavor by presenting a battery of three new occupational performance measurement instruments: the Assessment and Intervention Instrument for Instrumentalism in Occupational Therapy (AIIIOT); the Daily Occupational Inventory (DOI); and the Occupational Performance Calculation Guide (OPCG). The instruments were designed to measure constructs derived from the theoretical core of the Instrumentalism in Occupational Therapy (IOT) model, which is based on the philosophy of pragmatism and the chaos/complexity/ dynamical systems theory. Although they are in the initial stages of development, their focus is consistent with some of the current research priorities in occupational science. Therefore, they have the potential to be useful in the discipline's scientific inquiry.

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“…This renewed interest is evidenced in a growing literature on the application of Follett's work to public administration (Cunningham, 2000;Evans, 1998;Fox, 1968;Maddock, 2006;Morse, 2006;Morton & Lindquist, 1997;Nickel & Eikenberry, 2006;Snider, 1998;Stever, 1984;Stivers, 2006;Weinberg, 1996), management theory (Aupperle, 2007;Boje & Rosile, 2001;Buzzanell, 2006;Calas & Smiricich, 1996;Domenec, 2007;Eylon, 1998;Fry & Thomas, 1996;Gehani & Gehani, 2007;Johnson, 2007;McLarney & Rhyno, 1999;Mendenhall, Macomber, & Cutright, 2000;Novicevic, Harvey, Buckley, Wren, & Pena, 2007;O'Connor, 1996O'Connor, , 2000Parker, 1984;Ryan & Rutherford, 2000;Salimath & Lemak, 2004;Schilling, 2000;Zeitsma, 2002), and social work (Selber & Austin, 1997). Here, we outline key philosophical principles that undergird both her political and administrative theories.…”

Section: The Work Of Follettmentioning

confidence: 99%

The Ontology of Process Philosophy in Follett's Administrative Theory

Stout

Staton

2011

Administrative Theory & Praxis

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The importance of ontology to social theory is emerging in a variety of fields associated with political theory, including public administration. This article explores the ontological underpinnings of Follett's theory of governance, including both political and administrative theory. The observation of similarities between Follett's concepts and those of Whitehead's process philosophy led to the discovery that they were indeed contemporaries who mutually influenced one another's work, with Follett focusing on the social and Whitehead focusing on the physical. This article interprets and analyzes their key principles, finding a shared ontology that understands becoming as a relational process; difference as being related, yet unique; and the purpose of becoming as harmonizing difference. Together, these concepts prefigure a political form that can be called Follettian governance-facilitation of a way of living together through a relational process of becoming unique individuals, collectively engaged in an ongoing process of harmonizing differences through interlocking networks, to progress as both individuals and a society.

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Mary Parker Follett: prophet of chaos and complexity

Cited by 36 publications

References 11 publications

The Early Organizational Management Theories: The Human Relations Movement & Business Ethical Practices Pioneered By Visionary Leader Mary Parker Follett

The Early Organizational Management Theories: The Human Relations Movement & Business Ethical Practices Pioneered By Visionary Leader Mary Parker Follett

Measuring Occupational Performance: A Pragmatic and Dynamical Systems Perspective

The Ontology of Process Philosophy in Follett's Administrative Theory

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