Chapter 15: Grammar of the Social Field
Chapter 15 basically discussed the epistemological and ontological aspects of reality and our misunderstanding of the process of social reality creation. The 21 propositions of social field theory were also introduced. The first proposition, however resonates with the rest of the propositions, which is that social systems are enacted by their members in context. Basically, you enact the system in which you operate, whether its good or bad. I found desencing and absencing to create a better understanding of not being able to learn from the future. Desencing is intolerance and lack of empathy for other views, and absencing is the worldview in which the source of the problems is exterior, not interior.
Chapter 16: Individual Actions
What I found to be the most touching out of this chapter is the story of Hitler's secretary, who seemed to involuntarily get sucked into a dangerous situation. She seemed to lose connection with her authentic self, and participated in the practice of anti-emergence. She was also being self-diluding, which means that she lost her connection between her own image of the unfolding future and reality. The raging war and the ruling fist of Hitler made her look like she was a part of the violence being his secretary, when in reality she simply wanted a job.
Chapter 17: Conversational Actions
Chapter 17 discussed the generic field patterns in conversations, which are downloading, debate, dialogue, and presencing. These four fields differ in terms of the inner place in which conversation is formed, which can be because of what they want to hear, what they really think, seeing yourself as part of a larger whole, and speaking from what's moving through. These four categories, I feel are the main parts of conversations in terms of what you're thinking while talking to somebody. A lot of people, including myself, tend to not speak what they truly think in order to avoid confrontation and debate.
Chapter 18: Organizational Actions:
This chapter talks about how different businesses can be structured and organized. The two different bureaucracies discussed were machine and professional. A machine bureaucracy is organized around standardization of process, while a professional bureaucracy is organized around standardization of skills. From taking these meanings out of context, I feel that factories and more laborous jobs tend to follow the machine bureaucracy, while jobs that require more skills acquired from a four-year college education, such as computer science, education, and graphic and interactive design lean more toward a professional bureaucracy. I also found the differences between the shifts from centralized to decentralized, and decentralized to network structure interesting. The shift from centralized to decentralized basically moves from the center toward the customer, and from decentralized to network depends on the relationship of the coworkers and their coordination happens through mutual adjustments in networked relationships.
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