Approaches to career guidance and development tend to be based on two theoretical frameworks:
1. The relationship between individual social actors and the social structures in which they live as it applies to the actor making decisions regarding employment, education and training within this structure.
2. The interventions of a third party in the above with the intention of helping the actor make these decisions and planning for the future.
Both of these frameworks have been too narrowly defined, and therefore need broadening out. They fail to take into account the complexity of these relationships.
You can read the whole of this blog here.
Dr. Kelvin Clayton
What makes an organisation healthy? What enables it to flourish in an uncertain environment? I believe that the key to enabling an organisation to ‘live long and prosper’ is through the notion of sustainability.
Within business ethics sustainability has been much discussed but its meaning is as equally disputed. This is more serious than it sounds; sustainability is about more than window dressing or the correct use of the latest ‘buzz word’ in order to give the appearance of having the correct ethical credentials. It goes to the heart of any complex system – and all organisations are complex social systems.
Read the whole blog here. You can also read my philosophical paper that accompany’s this blog.
Blog and paper written by Dr. Kelvin Clayton – Associate Consultant at Memeology
Please have a read of our introduction brochure that gives an explanation of why the group has been set up and what we are hoping to achieve. If having read it and you’d like to contact us, then call Andrew Hill on 07985 803587 or email email@example.com. You can also get an overview by going to the C.C.R.G. page here on our website.
Would anybody care to share any thoughts on the meme cultures in your organization?
Here’s the introduction to a new report to be published soon about the cultural dimensions of organizations.
[A] potential universal law governing life and cultures – ‘All life evolves by the differential survival of replicating entities’. (Dawkins 2006)
It is this profound view of evolution by a process of differential selection proposed by Prof. Richard Dawkins in his 1976 classic – The Selfish Gene (Dawkins 2006), that the question arises how much is it possible to proactively influence the culture of organizations, using planned interventions and focussed management of people and situations? He suggested that culture is a combination of ideas and behaviours. In organizations these combinations seem to occur randomly and for them to survive they must strongly align and adapt to organizational environments and be capable of replicating many times, very quickly, thereby giving a sense of the survival of a successful culture. Dawkins named these units of replicating cultural elements ‘memes’ and thought of them as being analogous to ‘genes’ – the replicating unit of biology (all life). The supplementary questions in respect of organizational cultures are, can this process be managed, should it be managed or is it impossible to manage?