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Deregulating minds--A response to the challenge of 1992

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  • Jackson, Karen

Abstract

The extent and magnitude of the changes called for from 1992 onwards, leads to the most significant feature of the problem of deregulation -- how to cope with the radically unfamiliar. Managers will be faced with asking what the problem is rather than how to solve it. This forces them back to fundamentals. Where previous experience will not help them they have to make greater imaginative leaps. Reacting to such change requires learning ability: radical learning means relearning how to learn. It demands critical self-appraisal and a reappraisal of the adaptive or learning powers of the organisation. This paper examines resources and techniques to assist the learning process and create the learning climate.

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  • Jackson, Karen, 1989. "Deregulating minds--A response to the challenge of 1992," European Management Journal, Elsevier, vol. 7(1), pages 113-119, March.
    • Handle: RePEc:eee:eurman:v:7:y:1989:i:1:p:113-119
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