Edited by David Billis and Colin Rochester
Chapter 24: Hybrid organisations and human problems: towards a New Organisational Reality
The background to this chapter is a period in which human problems are seemingly greater in scale and gravity than our ability to resolve them. The consequence is that it is has rarely been more important to increase our understanding of the relationship between human problems and formal organisations. It is a relationship which can be called symbiotic, since for organisations human problems are their lifeblood without which they cannot exist, whereas for those with problems the organisations often offer the hope of a solution. The symbiotic relationship is not a balanced one. At times it seems that problems are always with us, apparently insolvable and overwhelming. It is not difficult to be pessimistic and we can all make our own lists of what is going wrong in the world. Nevertheless, influenced by the work of Karl Popper (discussed in the next section) I take the approach that humankind can continually, if often painfully, develop better theories to respond to problems. It is an optimistic approach which I attempt to follow in the search for an increased understanding of the nature of hybrid organisations and their own problems. The theory of authentic sectors and their associated concepts are presented as contributions in the search.
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