ASQ - Team and Workplace Excellence Forum

Online Edition — June 2003

In This Issue
When Executive Coaching Shifts
to Clinical Consultation
Observations From a “Reinvented” Coach
Leading Wholeheartedly:
A Quality Approach
Full Engagement Leadership
Looking Toward the Future
AQP’s Team Excellence Award Evaluation Criteria



AQP Connections
Articles in Brief
News Bites
What’s Up?
The Help Desk

Book Nook

Our Readers Say

June 2003 News for a Change—Home Page


NFC Index

AQP Home

What’s Up?
Interesting places to visit: on site or virtually


36th World Congress of the International Institute of Sociology—Social Change in the Age of Globalization
International Institute of Sociology
July 7-11, 2003
Beijing, China

The Congress will provide opportunities to participants from different parts of the world to share ideas and research findings, communicate with one another, and establish academic and intellectual relationships for future exchange. Sessions will be held on the following topics:

  • Contemporary state in transition: under the influence of regional integration and globalization.
  • Corporate accountability, corporate governance, and corporate social responsibility in the global economy.
  • Community and organization.
  • Economic institutions: challenges to states and to markets.
  • Migration, ethnic diversity, and citizenship in the perspective of globalization.
  • Globalization and women.
  • Globalization and environmentalism.
  • Globalization of macro- and micro-structure: convergences and divergences.
  • Globalization and the sociology of youth.

21st Standing Conference on Organizational Symbolism—Organizational Wellness
Department of Management, University of Keele
July 9-12, 2003
University of Cambridge, Cambridge, UK

The conference invites your reflections on the subject of organizational wellness. Even a cursory online search gives thousands of references to wellness—wellness councils, wellness foundations, wellness centers, wellness institutes, etc.—all of which speak of a contemporary preoccupation with fitness, goodness, beauty, mental stability, health, happiness, and hygiene. Work that body, tell me about your childhood, crunch those abs, flex those pecs, lose a dress size, discover your inner goddess, get buffed, get ripped, get a six-pack, get some therapy, get a life…the exhortation to BE WELL (and not sick, overweight, unhealthy, unfit, unstable, unhappy, unattractive, or unclean).

Papers will be presented on possible interpretations of wellness in the organization:

  • Organizations and biology: the demand for constant productivity in organizations and the failure to take account of human biology in the structuring of time and place at work.
  • Being well-behaved: management attempts to secure hearts and minds, to encourage employees to work harder, faster and smarter, and the successes and failures of such initiatives.
  • Being well-dressed: organizational dress codes, uniforms, transgender, and religious issues to do with appearance at work.
  • Being well-fed: work canteens, cafés and restaurants, energy and nutrition at work, coffee breaks, and snacking in the workplace.
  • Stress: individualizing and normalizing effects of the “management” of organizational stress, the ever-greedier organization, job rage, and health promotion at work.
  • Occupational syndromes: different occupational symptomatologies, the 24/7 economy, the impact of night work on diurnal human beings, and the increasingly sedentary character of work and its implications. Ergonomics and health and safety: treating employees as extensions of workplace tools or machines so as to enhance output, sick building syndrome, employment conditions in the informal economy, and sweatshops.
  • The wage-effort bargain: expectations that those in certain occupations are thin, well-groomed, poised, muscular, and so on in order to fulfill their side of the contract.

• Organizational lifecycles: organizational births and deaths; buoyant and stagnant organizations; and models of organizational wellness and illness, of performance, prosperity, and decline.

Workshop on Autonomy, Delegation, and Control: From Inter-agent to Organizations and Institutions
Department of Computer Science & Computer Engineering, University of Arkansas
July 14-15, 2003
Melbourne, Victoria, Australia

Papers will explore autonomy in the context of interaction with other individual agents and collective groups of agents. Examples of common issues to be modeled are the following:

  • The theory of “initiative” in interaction, collaboration, and problem solving.
  • Kinds and levels of initiative and consequent problems of lack of control or coordination and of intrusiveness.
  • The problem of intention recognition (and in general, mind reading) and of shared or non-shared plans for dialogue, collaboration, and over-helping.
  • The problem of when and how to monitor the other, and on the basis of which kind of feedback (inspection, report, etc.).
  • The problem of forms of intervention for surveillance, advice, assistance, or repair.
  • The problem of coordination and its bases (shared knowledge and plan, communication, observation, constraining infrastructures, rules, and conventions, etc.).
  • The problem of reliance, responsibility, and trust.


Web Sites


“Netiquette” is network etiquette, the do’s and don’ts of online communication. Netiquette covers both common courtesy online and the informal “rules of the road” of cyberspace. This site provides links to both summary and detail information about netiquette.
What is netiquette? Simply stated, it’s network etiquette—that is, the etiquette of cyberspace. And etiquette means “the forms required by good breeding or prescribed by authority to be required in social or official life.” In other words, netiquette is a set of rules for behaving properly online.
When you enter any new culture—and cyberspace has its own culture—you’re liable to commit a few social blunders. You might offend people without meaning to. Or you might misunderstand what others say and take offense when it’s not intended. To make matters worse, something about cyberspace makes it easy to forget that you’re interacting with other real people—not just ASCII characters on a screen, but live human characters.
So, partly as a result of forgetting that people online are still real, and partly because they don’t know the conventions, well-meaning cybernauts, especially new ones, make all kinds of mistakes.

SCOS (Organizational Symbolism and Culture)

SCOS is an international and interdisciplinary network of academics and practitioners interested in organizational symbolism, culture, and change. Formed in 1981 as an autonomous working group of the European Group for Organization Studies, SCOS has grown to become a global research network with hundreds of members. Moving into its third decade, the SCOS network continues to develop innovative views of organization and management, taking inspiration from a variety of different fields and disciplines.

SCOS has always been committed to providing a forum for research that crosses traditional disciplinary and functional boundaries, and a reflective space for the development of new forms and new voices for this work. The SCOS Network also aims to produce and develop theoretically and practically innovative views of organization and management and seeks to:

  • Encourage and foster new approaches in the study of culture and symbolism of everyday life in organizations.
  • Provoke discussion of marginalized perspectives on the understanding of organized life.
  • Provide an arena where the boundaries of conventional thinking about organized life can be challenged and blurred.
  • Sustain continuity and development in this fast-growing field of study.
  • Enable the continued exchange of information and the development of community amongst a highly dispersed group of researchers, scholars, and practitioners.

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