 Developing IdentityJohan Roos Chapter 10 in Thinking from Within, 2006, pp 165-178 from Palgrave Macmillan Abstract: Abstract Some of the case examples in preceding chapters illustrated how managers entered into deep conversations about what their organization or certain business concepts really mean to them. Because it is grounded in play (see Chapter 2) Thinking from Within helps frame and adapt relationships among people, enables people to understand and change their situations and self-descriptions, practise and make ethical judgements, and even reach and express more of their inner resources. These questions relate to who we think we are in a broader environment, that is, issues of identity. Thus, one of the emergent benefits of Thinking from Within is to both better understand and develop our identities. Although not mainstream thinking in strategy, issues relating to identity are usually, if not always, present in strategy practice. This may be in the guise of other concepts, such as mission, brand values, core competencies or culture. In this chapter I expand on the notion of organizational identity and also, when it comes to images of identity, what makes it important for strategy practice to escape the flatland. Keywords: Organizational Identity; Shared Sense; Plate Section; Strategy Practice; Sales Person (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-59741-9_10 Ordering information: This item can be ordered from Access Statistics for this chapter More chapters in Palgrave Macmillan Books from Palgrave Macmillan |
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