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Abstracts prior to volume 5(1) have been archived!

Issue 5(1), October 2010 -- Paper Abstracts
Girard  (p. 9-22)
Cooper (p. 23-32)
Kunz-Osborne (p. 33-41)
Coulmas-Law (p.42-46)
Stasio (p. 47-56)
Albert-Valette-Florence (p.57-63)
Zhang-Rauch (p. 64-70)
Alam-Yasin (p. 71-78)
Mattare-Monahan-Shah (p. 79-94)
Nonis-Hudson-Hunt (p. 95-106)



AMERICAN JOURNAL OF MANAGEMENT


Overcoming Organizational System Blindness


Author(s): Carol M. Jessup

Citation: Carol M. Jessup, (2017)"Overcoming Organizational System Blindness ," American Journal of Management, Vol. 17, Iss. 7, pp. 79-86

Article Type: Research paper

Publisher: North American Business Press

Abstract:

The management theory of “leading systems” and understanding the space conditions within organizational systems (Oshry, 1999) illustrates how subconscious sense-making results in narratives that are counterproductive within organizations. Barry Oshry’s theory illustrates how involuntary predictable reflex patterns inherently molded within organizational spaces (top, middle, bottom, and customer) result in all-too-familiar stories and narrative language that yield unhealthy and detrimental behavior throughout the system. The “organizations” where system blindness is apt to occur are many and varied. Any system and the individuals within (including governments, corporations, non-profits, and family units) would benefit from understanding Oshry’s work aimed at restoring system sight.