Hostname: page-component-cd9895bd7-7cvxr Total loading time: 0 Render date: 2024-12-27T12:28:47.739Z Has data issue: false hasContentIssue false
  • English
  • Français

Open systems, closed interventions? A way forward requires systems thinking

Published online by Cambridge University Press:  29 March 2022

Shanique G. Brown  and
Julaine M. Fowlin
Shanique G. Brown*
Affiliation:
Wayne State University
Julaine M. Fowlin
Affiliation:
Vanderbilt University
*
*Corresponding author. Email: shanique.brown@wayne.edu
Get access Rights & Permissions [Opens in a new window]

Abstract

An abstract is not available for this content so a preview has been provided. Please use the Get access link above for information on how to access this content.
Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
Type
Commentaries
Information
Industrial and Organizational Psychology , Volume 15 , Issue 1 , March 2022 , pp. 95 - 98
Copyright
© The Author(s), 2022. Published by Cambridge University Press on behalf of the Society for Industrial and Organizational Psychology

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Bell, S. T., Fisher, D. M., Brown, S. G., & Mann, K. E. (2018). An approach for conducting actionable research with extreme teams. Journal of Management, 44(7), 2740–2765.CrossRefGoogle Scholar
Garvin, D. (1993) Building a learning organization. Harvard Business Review, July/August. https://hbr.org/1993/07/building-a-learning-organization Google Scholar
Johns, G. (2006). The essential impact of context on organizational behavior. Academy of Management Review, 31(2), 386–408.CrossRefGoogle Scholar
Katz, D., & Kahn, R. L. (1966). The social psychology of organizations. Wiley.Google Scholar
Klein, J. T., (2010). The taxonomy of interdisciplinarity. In Frodeman, R., Klein, J. T., & Mitcham, C. (Eds.), Oxford handbook of interdisciplinarity (pp. 15–30). Oxford University Press.Google Scholar
Lefkowitz, J. (2008). To prosper, organizational psychology should expand the values of organizational psychology to match the quality of its ethics. Journal of Organizational Behavior, 29(4), 439–453.CrossRefGoogle Scholar
Lefkowitz, J. (2013). Values and ethics of a changing I-O psychology: A call to (further) action. In Olson-Buchanan, J., Bryan, L. K., & Thompson, L. F. (Eds.), Using industrial-organizational psychology for the greater good: Helping those who help others (pp. 13–42). Routledge.Google Scholar
Sedlacko, M., Martinuzzi, A., Røpke, I., Videira, N., & Antunes, P. (2014). Participatory systems mapping for sustainable consumption: Discussion of a method promoting systemic insights. Ecological Economics, 106, 33–43.CrossRefGoogle Scholar
Senge, P. (1990). The fifth discipline. CenturyBusiness.Google Scholar
Senge, P. M., Lichtenstein, B. B., Kaeufer, K., Bradbury, H., & Carroll, J. S. (2007). Collaborating for systemic change. MIT Sloan Management Review, 48(2), 44–53.Google Scholar
Watts, L., Gray, B., & Medeiros, K. (2021). Side effects associated with organizational interventions: A perspective. Industrial and Organizational Psychology: Perspectives on Science and Practice, 15(1), 76–94.Google Scholar