Theory of Deferred Action

Nandish V. Patel

Chapter 4 in Organization and Systems Design, 2006, pp 83-107 from Palgrave Macmillan

Abstract: Abstract Descriptions of organized action as ‘complex’, ‘problematical’, or ‘difficult’ are reasons for breaking ranks from intellectual traditions to seek further and deeper. They contribute peripherally to knowledge and understanding of design. Theorists should develop theoretical knowledge of the act of design to inform invention of formalism and practice of design, predict or anticipate designed artefacts in social action and detail appropriate epistemology. They should explain formalism, its representational capacity, how it works in actuality, and how it can cater for organization and systems designs for actuality.

Keywords: Rational Design; Design Domain; Action Designer; Organization Design; Causal Power (search for similar items in EconPapers)
Date: 2006
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DOI: 10.1057/9780230625419_4

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