Abstract
Co-creative Meetings will become part of an organizational culture when the appropriate attitudes and patterns of behavior have been internalized. A group wanting to become competent in Co-creative Meetings should be willing to practice and reflect regularly and should be ready to suffer setbacks. This is part of any learning process, whether learning a new language, sport or software.
Tell me, and I will forget.
Show me, and I may remember.
Involve me, and I will understand.
—Confucius, 450 B.C
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Notes
- 1.
From Ref. [1].
- 2.
Field is used in the sense of an invisible terrain in which unspoken thoughts and tacit structures Co-create the dynamics of events and the options of those present.
- 3.
See the description of the two fundamental dynamics in organizations and of the different requirements for goals Type I and goals Type II in Chap. 2.
- 4.
See Ref. [2].
- 5.
Peter Garrett, Dialogue and the Transformation of Memory, http://www.dialogos.com/resources/DaTM.html
- 6.
This citation is taken from Chapter Dialogue and Collective Thought, pp 187 in Ref. [3]. David Bohm further elaborates: The emotions are responding to a powerful memory, and this memory need not be a particular incident but a generalized incident called upon by a word…For memory can keep on repeating, for example, that you have been hurt, and repeating a conglomerate of such feelings and so you may say that this proves that I am really hurt…One reason is, that, though reality is always changing, memory has to fix certain things. Another reason is that it is based on abstraction. Whatever you remember is abstracted…We could say that the memories are polluting our perception…Now there are two things that are clearly beyond memory. One is awareness and the other is attention.
- 7.
See Ref. [4].
- 8.
See Ref. [4].
- 9.
This model was created by [5].
- 10.
See Ref. [2].
- 11.
Frederick Taylor, The Principles of Scientific Management, 1911.
- 12.
See Ref. [6].
References
Bateson G (1972) Steps to an ecology of mind. The University of Chicago Press, Chicago, p 215
Senge P (1990) The fifth discipline. Chapter 10 Mental models. Doubleday, New York, p 193
David Bohm and Mark Edwards, Changing Consciousness, Harper San Francisco 1991
Polanyi M (1962) Personal knowledge—towards a post-critical philosophy. University of Chicago Press, Chicago
Kolb DA (1984) Experiential learning. Prentice Hall, Englewood Cliffs
Klebert K, Schrader E, Straub W (2000) Winning group results. Windmühle, Hamburg
Author information
Authors and Affiliations
Corresponding author
Rights and permissions
Copyright information
© 2013 The Author(s)
About this chapter
Cite this chapter
Mandl, C., Hauser, M., Mandl, H. (2013). Institutionalizing Co-creative Meetings. In: The Co-creative Meeting. SpringerBriefs in Business. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-34231-8_8
Download citation
DOI: https://doi.org/10.1007/978-3-642-34231-8_8
Published:
Publisher Name: Springer, Berlin, Heidelberg
Print ISBN: 978-3-642-34230-1
Online ISBN: 978-3-642-34231-8
eBook Packages: Business and EconomicsBusiness and Management (R0)