Bullish on Uncertainty

How Organizational Cultures Transform Participants

Nonfiction, Health & Well Being, Psychology, Cognitive Psychology, Business & Finance
Cover of the book Bullish on Uncertainty by Alexandra Michel, Stanton Wortham, Cambridge University Press
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Author: Alexandra Michel, Stanton Wortham ISBN: 9780511737671
Publisher: Cambridge University Press Publication: November 10, 2008
Imprint: Cambridge University Press Language: English
Author: Alexandra Michel, Stanton Wortham
ISBN: 9780511737671
Publisher: Cambridge University Press
Publication: November 10, 2008
Imprint: Cambridge University Press
Language: English

Bullish on Uncertainty provides rare insight into the secretive world of Wall Street high finance, which has shaped influential business, governmental, and cultural leaders and keeps supplying new business practices to other organizations in dynamic and complex environments. The book studies how two highly successful Wall Street investment banks managed the uncertainty of their high-velocity environment through different work practices. One bank chose the familiar route of decreasing bankers' uncertainty. The other bank used the novel and effective practice of increasing bankers' uncertainty to make them more alert to new situations and more likely to draw on the bank's entire range of resources. Through vivid accounts of newcomers during their first two years, the book traces how the two banks' initially similar participants were transformed into fundamentally different kinds of persons by the different kinds of work practices in which they participated.

View on Amazon View on AbeBooks View on Kobo View on B.Depository View on eBay View on Walmart

Bullish on Uncertainty provides rare insight into the secretive world of Wall Street high finance, which has shaped influential business, governmental, and cultural leaders and keeps supplying new business practices to other organizations in dynamic and complex environments. The book studies how two highly successful Wall Street investment banks managed the uncertainty of their high-velocity environment through different work practices. One bank chose the familiar route of decreasing bankers' uncertainty. The other bank used the novel and effective practice of increasing bankers' uncertainty to make them more alert to new situations and more likely to draw on the bank's entire range of resources. Through vivid accounts of newcomers during their first two years, the book traces how the two banks' initially similar participants were transformed into fundamentally different kinds of persons by the different kinds of work practices in which they participated.

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