Bøger af David Stark

An increasing number of activities in everyday life are being evaluated and experienced in terms of performance metrics. This book examines this assemblage of networks of observation - in which all are performing and keeping score - and their attendant emotional pathologies across various industries and occupations.

Proven Methods for Churches to Attract and Engage Young PeopleOne question faces every church leader looking to the future: How do we attract younger generations? Many things have been tried, but in this book, church consultant David Stark shares practical methods that have been proven to work in a variety of congregations.Stark helps leaders identify and use their church's strengths to engage millennials, even those with negative views of Christianity. Based on principles that built the church of the New Testament, he shows how churches today can reach out to their communities in ways that align with the natural, positive interests of young people.

David Stark is Arthur Lehman Professor of Sociology and International Affairs at Columbia University, where he directs the Center on Organizational Innovation. His most recent book is The Sense of Dissonance: Accounts of Worth in Economic Life.Nancy Warner is a fine-art and portrait photographer based in San Francisco. Many of the photographs in this book were first exhibited at the Great Plains Art Museum as Going Back: Midwestern Farm Places (2008).

What counts? In work, as in other areas of life, it is not always clear what standards we are being judged by or how our worth is being determined. This can be disorienting and disconcerting. Because of this, many organizations devote considerable resources to limiting and clarifying the logics used for evaluating worth. But as David Stark argues, firms would often be better off, especially in managing change, if they allowed multiple logics of worth and did not necessarily discourage uncertainty. In fact, in many cases multiple orders of worth are unavoidable, so organizations and firms should learn to harness the benefits of such "e;heterarchy"e; rather than seeking to purge it. Stark makes this argument with ethnographic case studies of three companies attempting to cope with rapid change: a machine-tool company in late and postcommunist Hungary, a new-media startup in New York during and after the collapse of the Internet bubble, and a Wall Street investment bank whose trading room was destroyed on 9/11. In each case, the friction of competing criteria of worth promoted an organizational reflexivity that made it easier for the company to change and deal with market uncertainty. Drawing on John Dewey's notion that "e;perplexing situations"e; provide opportunities for innovative inquiry, Stark argues that the dissonance of diverse principles can lead to discovery.