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Gareth maintains a page at

Discussed at connections-20080226

  • Graduate from the London School of Economics, became an accountant for 5 years working in public services in the UK
    • Then went to graduate school at University of Texas at Austin, learned about behavioral science
    • Then decided to become an academic, and got an appointment at Lancaster University in organization studies: a position unqualifed, got the job, because looking for a person with a knowledge of local government, financial skills and organization studies
    • Was completed untrained in the field, and had to discover the field by self
    • Learned as he went
    • Influenced by Chris Argyris and humanistic psychologies, came across Burns & Stalker the management of innovation, which characterized mechanistic and organic models
    • Turbulent then needed organic
    • Case studies with grounded research
    • Then picked up some systems thinking, and other aspects of organizational management
    • Pivotal point, when Gibson Burrell joined as a young lecturer at the university, working on his Ph.D.
    • Collaboration: Gibson Burrell brought sociology, and Gareth Morgan brought management, then wrote “Sociological Paradigms and Organisational Analysis”, published 1979
    • This launched into the intersection of social philosophy and organization studies
    • Got interested in systems thinking as a foundation
    • Most of management wasn't based on systems thinking
    • Tavistock got drawn into the periphery
    • Was involved in trying to understand systems thinking, interpretive psychological approaches, Marxism: became a quasi-philosopher, as much as an untrained accountant could
    • Eric Trist read “Sociological Paradigms and Organisational Analysis”, which drew Gareth into the Wharton program
  • Then an book on organizational symbolism, and then wrote “Images of Organization”, which included a chapter on flex and transformation
    • Rounded out with Maruyama second cybernetics, Club of Rome, Marxian dialectic
    • 1986
  • Moved to executive education, wrote “Imaginization” in 1993
    • The thesis of “Images of Organization”
    • Took the mode of metaphor into managerial styles, teamwork, organization consulting techniques
    • Tried to find new ways to create new theories of organizations, e.g. spider plant model as decentralized
  • Got interested in managing change, now called emergent change programs (as opposed to planned change, Warren Bennis)
    • Developed the 15% approach to change
    • Interested in how small changes can lead to large effects
    • Led to complexity science
    • 1986, went more into complexity and emergence
    • Did a lot of work with VHA (Voluntary Hospital Association), which became known as the Plexus Institute
    • Kurt Lindberg, who has spent last years introducing complexity science into health care
    • They've brought people from Santa Fe Institute, e.g. John Holland, and management (Gareth) and practitioners (heads from hospitals)
    • Post-Action-Learning-Group, post York University, Gareth got aligned with them.
  • 1997, birth of the Internet, Gareth has been writing for an Internet-based world
    • New Mindsets Project: set up as an action learning project
    • To get it going, had to spin off from university and start a separate company
    • Have done projects in university, health care: how to organize a self-oriented learning system
gareth_morgan.txt · Last modified: 2020/07/27 15:38 (external edit)