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Definitions Flashcards

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1
Q

Reflection-in-action

A

A process where practitioners reflect on their actions while they are happening, adjusting their approach in real-time based on emerging information and understanding

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2
Q

Focal awareness

A

The primary focus of attention on a specific object, task, or activity

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3
Q

Subsidiary awareness

A

The background, understanding and awareness of tools, language, and environment that enable focused actions

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4
Q

Surprise

A

An unexpected event or occurrence that interrupts routine practices and come from true reflection and adaptation

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5
Q

Improvisation

A

Inventing and testing strategies in the situation, drawing on a repertoire of learned practices and collective knowledge

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6
Q

Bricolage

A

Using whatever materials are at hand to solve a problem or create something new, emphasizing resourcefulness and adaptability

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7
Q

Cognitivism

A

Add the article article approach that emphasizes mental processes and representations in understanding how people learn and interact with the world

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8
Q

Neo-institutional lens

A

A framework for understanding how organizations are shaped by social norms, values and institutions

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9
Q

Legitimacy

A

The perception that an organization or project is desirable, proper, or appropriate within a given social context

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10
Q

Community resistance

A

A position from local residence and stakeholders to a project or organizational change, often driven by concerns about its social, environmental, or economic impacts

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11
Q

Institutional work

A

Actions taken by acts to create, maintain, or disrupt institutions (The rules and beliefs, the structure, social interactions)

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12
Q

Negotiation of meaning

A

The process through which individuals on groups create, share, and contest interpretation of events, ideas, and organizational practices

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13
Q

Absorbed coping

A

A mode of being where one is fully immersed in an activity, acting almost automatically without conscious deliberation

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14
Q

Deliberate coping

A

A response to temporary breakdown, involving more focus consideration of what one is doing and planning what to do

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15
Q

Involve deliberation

A

Thinking of aspects of a situation and trying things will still engage in the activity

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16
Q

Representational rationality

A

Detach, theoretical reflection, characterized by focusing on abstract properties and logical relationships

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17
Q

Transparency

A

The state of a two or environment fading into the background, becoming an unproblematic means to an end

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18
Q

Deinstitutionalized

A

The process by which previously accepted practice, belief, or norm, loses its legitimacy, and it’s no longer followed

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19
Q

Internal goods

A

The standards of excellence inherent to a particular practice or activity

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20
Q

Communities of practice

A

Groups of people who share a concern or a passion for something they do and learn how to do it better as they interact regularly

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21
Q

Unfreezing

A

The first stage of Lewins change model involving preparing the organization for change by creating a sense of urgency and addressing resistance

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22
Q

Refreezing

A

The final stage of lewins change model, involving solidifying the changes and ensuring they become a permanent part of the organization, culture and processes

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23
Q

Lewin’s three-step model

A

Unfreezing: preparing organization for change by creating a sense of urgency and disrupting the status quo
Moving: implementing the desire, change, in involving new behaviors, processes, or structures
Refreezing: stabilizing to change by reinforcing new behaviors and integrating them into the organizational culture

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24
Q

Lewin’s: enablers

A

Force fuel analysis, understanding, resistance as a group habit, understanding the role of group decision-making, action research:, iterative approach

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25
Change model characteristics
Plant versus emergent: plant change is intentional and structured, while emerging change a both organically Continuous versus stepped : continuous change this incremental on on going, while step change, involves distinct phases or stages Bottom up versus top down : bottom up, change originates from lower levels of their organization, while top down change through senior management Size versus impact : change can very in scale, from small adjustments to major transformations, and its impact can be broad or targeted
26
Weick’s emphasis on organizing
Shift from you organizations as static entities to focusing on the dynamic process of organizing. This involves continue since making an adaptation.
27
Cultural integration in mergers and acquisitions
Recognizing that organizations do not have a single, short culture, but multiple sub cultures. Understanding culture integration as a socially constructed process where organizational culture and cultural differences are built.
28
Practice based change
Emphasis on how to change unfolding every day, activities and routines. Understanding change as an ongoing process of adapting and modifying practices.
29
Reflection-in-action vs reflection-on-action
Reflection in action: spontaneous, in the moment adjustments made during practice, triggered by backtalk or surprises. It requires quick adaptation and problem-solving skills. Reflection on Action: reflecting on past experiences to ponder their meaning and learn from them for future actions. It is retrospective and cursive.
30
Heideggerian phenomenology
Phenological view of reflection in action emphasizes its embedded (social), engaged (practice), and embodied (material) aspects
31
Bricolage
Retrospective and dialogue with tool and materials to create something
32
Three types of surprise
Malfunction:, a minor disruption that can be quickly resolved Temporary breakdown: a temporary issue that requires more focused attention and coping strategies Total breakdown : a significant interruption that requires a shift to analytic or theoretical reflection
33
Multi-level and multi-actor change
Recognizing the change processes involve multiple levels of an organization (management, middle management, work) and different actors (employees, management, stakeholders)
34
Sensemaking
The process by which individuals attribute meaning to, reflect on, and attempt to understand the experience of organizational change
35
Neo-institutional theory
Focuses on how organizations respond to institutional pressures and attempt to gain legitimacy in their environment. Emphasize legitimacy instead of efficiency.
36
Approaches to institutionalization
Administrative: government authority, stake, lead investing in, revising, and implementing Erben renewal plans with a strong economic focus and tendency to disregard it and interests of the local community Technocratic : government elite, take a backseat and rely heavily under the discretion of engineers and technical experts, focused on innovative, technological solutions and practices to Isa construction Humanistic: attention of project actors to community needs and interest. According to this paradigm, a project is perceived as deeply embedded in social interactions are multiple context, and a project actors carry out extensive institutional work to (re) shape the relationship between a project and environment.
37
Discourse and change
Understanding organizational change as an ongoing linguistic exchange. I’m an actors negotiate meaning. Recognizing the change plans are discursive templates that are interpreted and constructed by various actors.
38
Multi-authored change
Acknowledging that organizational change is a collaborative process involving multiple actors who could create shared meanings
39
Multi-authored change
Acknowledging that organizational change is a collaborative process involving multiple actors who cocreate shared meanings
40
Competing narratives
Recognizing the multiple conflicting narratives within organization, influencing their understanding of and behavior towards change
41
Practices and change
Focuses on points of intersection between social technical regime and practices. Understanding what hinders the wider development of a sustainable innovation in a social technical system. Three core principles of practice theory: 1. every day actions are consequential in protecting social life 2. Conceptual opposition as dualism should be rejected. 3. There is a relationality of mutual constitutions.
42
Temporality and continuity
Festivals Aston Prairie, organizational events embedded in more permanent structures and processes
43
Co-creation
Recognizing that production and consumption are two sides of the same coin. Consumers are not passive recipients of birds and or services, but active agents and participants who co-create value through their active engagement in experiences.
44
Physical proximity and collaboration
Examining how physical proximity can either facilitate or inhibit collaboration among employees. Considering the role of serendipity fostering new collaborative relationship.
45
Change approaches (alvesson & sveningsson)
Aggressive: quick, decisive change with a focus on rapid results Conciliative: slow, patient change with an emphasis of minimizing conflict Corrosive: politically driven change with a focus on removing cultural barriers
46
Problems with grand technocratic approaches
Magaerialism: a strong, managerial, focus, and emphasis of managers, being in charge, processing a superior overview, knowledge, and authority Big bites: victims with no meaning period complex a messy phenomenon like leadership or teamwork transform into a few words under the hyper culture Clear goals: feelings of programming
47
Potential traps when creating culture
Hyperculture: inability to experience organizational life Symbolic anorexia: generic stories Over focus on values : values without meaning Denial of ignorance : limited knowledge
48
Power relations
1. Public and private operators. 2. Operators and contractors. 3. Top management and shop floor workers. 4. Project and permanent organizations.
49
Action research
An alternative approach to problem-solving that involves diagnosing a problem, planning an intervention, implementing the intervention, evaluating the results, and refining the approach
50
Bricolage
A retrospective approach of dialogue with tool and materials to create something
51
Change agent
An individual group responsible for initiating, managing, and implementing change within an organization
52
Co-creation
The production of value that takes place increasingly via the interaction between firm and consumer
53
Discourse
A shared system of meaning and communication that shapes how individuals understand and interact with the world
54
Force field analysis
A technique used to identify and analyze the forces are driving or restraining change in an organization
55
Heideggarian phenomenology
Emphasizes that practitioners do not merrily apply cognition to solve problems, cognition is embedded in practice and mediated by materials
56
Institutional work
Deactivate undertaking by act to create, maintain or disrupt institutions
57
Legitimacy
The social acceptability and credibility of an organization or project
58
Managerialism
A strong man of focus and emphasis on managers, being in charge, processing a superior overview, knowledge, and authority
59
Neo-institutional theory
A perspective that emphasizes the role of institutions in shape in organizational behavior and the pursuit of legitimacy
60
Niche
Protective spaces in which radical innovations can develop
61
Organizing
A dynamic process involving continuous sense, making, adaptation, and the creation and maintenance of ordered through interactions
62
Practice
Social nurses are routines, along the competencies, meanings, and material of practitioners, bring together in performing and reproducing and transforming one or more of these patterns
63
Reflection-in-action
Spontaneous, in the moment adjustments made during practice, triggered by backtalk or surprises
64
Reflection-on-action
Reflecting on past experiences to ponder their meaning and learn from them for future actions
65
Regime
The dominant order in a societal system, including dominant technologies, institutions, routines, and cultures
66
Sensemaking
The process by which individuals attribute meaning two, reflect on, and attempt to understand their experience of organizational change
67
Serendipity
A search, with unintended discovery
68
Socio-spatial interventions
Can support change
69
Subculture
A group within an organization that shares distinct values, norms, practices that differ from the overall organizational culture
70
Technical rationality
The structures of technical rationality in planning and decision making theories, increasingly popular after World War II, according to which problem-solving was treated, in essence, as a quasi-optimization process portrayed practitioners as selecting the best models and to to tackle a given problem

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