Abstract
This case history describes an organization where the workers hold different, and often conflicting, perspectives on their organization. By “perspective” I mean a view, or a way of looking at things, which has a profound influence on an individual’s approach to organizational activities and problems. This analysis is primarily concerned with the way in which the different “perspectives” within the organization (a small charity staffed by volunteers) hinder the development of consensus, and, as a result, prevent the organization from responding effectively to its changing environment. This analysis concludes by proposing how, through a process of “debate,” consensus might possibly be achieved. The conclusions are based on my own experiences as a voluntary worker within the organization.
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© 1996 Plenum Press, New York
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Cohen, C. (1996). Two Perspectives in a Voluntary Organization. In: Flood, R.L., Romm, N.R.A. (eds) Critical Systems Thinking. Springer, Boston, MA. https://doi.org/10.1007/978-0-585-34651-9_13
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DOI: https://doi.org/10.1007/978-0-585-34651-9_13
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