Abstract
In the previous chapter, we presented various models of social techniques and illustrated these models by examples of their application. In this chapter, we would like to apply a few of these models to existing management systems, in order to better understand what they can and cannot do. We will also use “fluid organizations” to throw new light on to the “classic” dilemmas of project – line and virtual team. We are not aiming to cover these topics exhaustively using the above models – as that would be almost impossible. However, we do aim to do, is to explore new avenues in each subject using selected models and their application.
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Notes
- 1.
The Scrum Master is outside the “team” system. From a systemic point of view, it is important that the coach is not part of the coached system.
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Oswald, A., Köhler, J., Schmitt, R. (2018). Consequences for Management Systems. In: Project Management at the Edge of Chaos. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-662-48261-2_5
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DOI: https://doi.org/10.1007/978-3-662-48261-2_5
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