Simply Complex by Design     

Harold G. Nelson 《Performance Improvement Quarterly》2007,20(2):97-115

Reality‐real life‐is complex, more complex than can be imagined. The majority of our most pressing issues confronted in the management of organizations are overwhelmingly complex. I make the case for a systems design approach as a remedy. Examples introduced in this paper illuminate conceptual tools that advance how people transform their workplaces despite the collusion of complex forces that thwart their best efforts and the occurrences of failures of straightforward attempts to produce desired outcomes. The primary aim of this paper is to present an overall picture of the way in which complexity and simplicity—which appear to be oppositional—are collaborative allies in the deliberate processes of transforming businesses. The aim is also to underscore the value of complexity to organizational management and design. The secondary aim of this paper is to explore some approaches for simplifying complexity. These diverse means of simplifying complexity help to illuminate the collaborative role that complexity and simplicity play in the process of improving business organizations. This paper demonstrates how complexity can be rendered more simply comprehensible by design.  相似文献   

Attribution in the classroom: How just is the just world?     

Harold W. Richey  Marjorie H. Richey 《Psychology in the schools》1978,15(2):216-222

Research in the area of attribution theory is reviewed which documents the tendency to explain whatever happens to someone else as a just consequence of his own personal characteristics, rather than the result of environmental circumstances. The ramifications of this tendency in teachers' perceptions of students are discussed, and suggestions are offered for guarding against this sort of attributional bias.  相似文献   

The editor introduces     

Harold D. Stolovitch 《Performance Improvement》1979,18(3):4-4

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Applications of Heider's p-o-x balance model to classroom situations     

Harold W. Richey  Mabjorie H. Richey 《Psychology in the schools》1975,12(4):473-481

Some selected principles of Heider's balance theory are presented and the p-o-x model is explained as a theoretical framework for predicting responses to interpersonal situations in which the participants are in attitudinal agreement or disagreement. Concrete classroom situations are cited in which application of the model provides the basis for suggestions concerned with adaptive patterns of interaction with students.  相似文献   

The marvelous math machine     

Harold D. Stolovitch  Sivasailam Thiagarajan 《Performance Improvement》1976,15(2):12-17

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How to produce audiovisual training modules: Evaluating your product     

Harold D. Stolovitch 《Performance Improvement》1976,15(6):1-5

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The functions and resources of the American University of the twenty-first century     

Harold T. Shapiro 《Minerva》1992,30(2):163-174

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Academic social scientists and the presidency: From Wilson to Nixon     

Harold Orlans 《Minerva》1986,24(2-3):172-204

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Government secrecy: policy depths and dimensions     

Harold C. Relyea   《Government Information Quarterly》2003,20(4):219-418

Government secrecy has a long history in the American federal experience. Several kinds of government secrecy policy are reviewed here, beginning with their origins, or “policy depths,” and extending to their most recent expressions or “dimensions.” It is a rich history which, in this brief overview, is explored only in terms of its highlights, but offers, nonetheless, a roadmap for pursuing research in this area. It concludes with the observation that, in a democracy, representatives of the citizenry, whether elected or appointed, may momentarily cloak their decisionmaking and their policies in secrecy for the good of the nation—to protect it from enemies and to assure its survival. Those representatives must remember that the secrecy they impose is only momentary and that the shrouded decisions and policies they make, once made known to the citizenry, must be acceptable to them. The citizenry, in turn, accept such secrecy only in limited instances and on a momentary basis in order to have the confidence that their representatives are making decisions and policies acceptable to them. A government failing to honor these arrangements may well be regarded as one “not worth the cost of preservation.”  相似文献   

The autogiro: Its characteristics and accomplishments     

Harold F. Pitcairn 《Journal of The Franklin Institute》1930,209(5):571-IN1

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