Organization Theory Flashcards
(149 cards)
1
Q
Who is the best in the world?
A
Clara
2
Q
What is a paradigm in the context of managing and organizations?
A
A paradigm refers to a coherent set of assumptions, concepts, values, and practices that constitute a way of viewing reality for a community, particularly within an intellectual discipline.
3
Q
What is sensemaking in management?
A
Sensemaking is the process by which individuals and groups give meaning to organizational objectives, especially to explain novel, unexpected, or confusing events. It often involves storytelling in social interactions.
4
Q
What is entrepreneurship and what is Stark (2009) idea?
A
Entrepreneurship means collecting different things without deciding their value right away. This is different from organizations, which prefer to agree on one set of rules. The author suggests that organizations should be open-minded when searching for new ideas and consider various ways to evaluate them. He talks about an organizational form called heterarchy, which allows different evaluation rules to coexist. In a nutshell, the author emphasizes the importance of being open to different ideas and approaches in entrepreneurship and organizations.
5
Q
How are framing, sensegiving, and sensebreaking related to management?
A
Framing creates a cohesive understanding of situations, sensegiving influences others to adopt a particular sense, and sensebreaking disrupts existing understanding to foster alternative meanings.
6
Q
What is managerialism, and how does it relate to economic rationalism?
A
Managerialism is the belief in the supremacy of managerial techniques, emerging from economic rationalism, which prioritizes market prices and outcomes over state and bureaucratic methods.
7
Q
What is meant by ‘bounded rationality’ in management?
A
Bounded rationality describes managers’ tendency to make satisfactory rather than optimal decisions due to limitations in processing information
8
Q
What is the gig economy, and how does it relate to digital organizations?
A
The gig economy consists of short-term contracts or freelance work, contrasting with permanent jobs, and is a consequence of digitalization’s impact on work.
9
Q
How does holacracy differ from traditional organizational structures?
A
Holacracy replaces vertical hierarchies with a system of concentric circles dedicated to specific functions, promoting flexibility and autonomy.
10
Q
What challenges do digital nomads present to traditional economic systems?
A
Digital nomads, by working remotely and often shifting locations, can create tax liability issues and distort local housing markets.
11
Q
How is organizational culture and social relations at work changing in the digital age?
A
The digital age brings diversity and global interaction to the forefront, emphasizing ethical recruitment and the need for organizations to understand local markets worldwide.
12
Q
What are the implications of AI and automation on the future of work?
A
AI and automation could lead to the elimination of routine jobs, necessitate a more skilled workforce, and emphasize the need for managing technological and cultural shifts globally.
13
Q
What effect does AI have on the structure of organizations according to the text?
A
AI is expected to foster the replacement of low-cost labor with machine intelligence, influence the tax structure, and potentially lead to outsourcing of jobs to countries with fewer rights or AI-dominated regions.
14
Q
What is the impact of global shifts on organizational design and management?
A
Global shifts, like the realignment of the economic center from the West to Asia and the changing nature of capitalist investment, are leading to organizations that are decentralized and more reliant on AI and digital technologies.
15
Q
What is the significance of ‘faux pas’ in the context of digital and globalized business?
A
‘Faux pas’ refers to misunderstandings or missteps that can occur due to cultural differences in a globalized business environment, exacerbated by real-time digital communication.
16
Q
What role does diversity play in organizational culture in the digital age?
A
Diversity is crucial for providing a range of insights and for understanding each market globally, which is increasingly important for organizations to remain competitive and ethical.
17
Q
How are communication and generational differences affecting organizational culture?
A
Different generations bring unique values and communication styles to the workplace, with younger generations valuing corporate social responsibility highly and affecting the use of ‘hard’ and ‘soft’ power in organizations.
18
Q
What are the implications of tax cuts and economic policies on management and organizations?
A
Economic policies, such as tax cuts for the rich, can increase inequality and potentially lead to reductions in government spending, affecting organizational strategies and public sector management.
19
Q
What does Organizational Behavior (OB) study?
A
OB is the study of human behavior in organizational contexts, focusing on individual-level, group-level, and organization-level processes and practices affecting organizational performance.
20
Q
What are the two main themes in the study of psychology?
A
The two main themes are the nature-versus-nurture debate and the concept of tabula rasa, which posits that personality is not determined but rather shaped by environmental opportunities.
21
Q
How does Charles Darwin’s theory of evolution relate to competition in organizations?
A
Darwin’s theory suggests that survival behaviors, such as competition or cooperation, are key to the perpetuation of species, which can be related to competitive instincts in organizational settings.
22
Q
What was Adam Smith’s view on economic growth and human behavior?
A
Smith believed that economic growth occurs because human behavior is driven by self-interest, served by free and unfettered markets, focusing on self-interest and economic wealth as the main drivers of human activity.
23
Q
What is perception in the context of workplace behavior?
A
Perception involves receiving, attending to, processing, storing, and using stimuli to understand and make sense of our world, which can be influenced by schemas and can lead to stereotyping and other errors.
24
Q
What are schemas, and how do they influence perception?
A
Schemas are structures of meaning that organize and interpret information, affecting thinking, planning, and behavior. They include personal, self, script, social, and role schemas.
25
What are some common perception errors in the workplace?
Common errors include stereotyping, which is the simplistic categorization of objects or people, and the self-fulfilling prophecy, where expectations can influence behavior and perceptions.
26
What does the attribution theory explain?
Attribution theory explains how individuals attribute causes to their own and others' behaviors, often influenced by biases like the fundamental attribution error, self-serving bias, and cognitive dissonance.
27
What is the halo effect, and how does it contrast with the devil effect?
The halo effect occurs when positive traits ascribed to a person in one context are generalized to other traits and situations. The devil effect is the opposite, based on negative characteristics.
28
What are the core features of Kahneman's two systems of the brain?
System 1 is intuitive, fast, and emotional, often prone to errors. System 2 is deliberate, slow, effortful, and more rational, but also lazier in its operation.
29
What is the significance of heuristics according to Gigerenzer (2007)?
Heuristics are simple rules or mental shortcuts used for decision-making, especially useful when facing uncertainty and problems without clear right answers.
30
How does Schwartz define values, and what tension exists between different types of values?
Schwartz defines values as desirable goals that serve as guiding principles, varying in importance. There is tension between values associated with individuality and those associated with social conformance.
31
What is personality in the context of organizational behavior?
Personality refers to stable patterns of behavior and internal states of mind that explain a person's behavioral tendencies.
32
What are value priorities, and how can they create challenges for managers?
Value priorities are the order of values in terms of their importance to individuals, which can cause conflict. Managers may face challenges when differing values need to be aligned or changed.
33
What is the trait approach to personality, and what does factor analysis have to do with it?
The trait approach suggests that personality is a mix of biological, psychological, environmental, and societal influences. Factor analysis is used to identify and categorize these traits, as seen in the 'Big Five' personality factors.
34
What are the 'Big Five' personality factors identified by McCrae and Costa?
The 'Big Five' factors are Emotional Stability, Extraversion, Openness, Agreeableness, and Conscientiousness, each describing a range of behaviors and attitudes.
35
What does the socio-cognitive approach to personality suggest about reciprocal determinism?
The socio-cognitive approach, highlighting reciprocal determinism, suggests that personality is a product of our behavior, thoughts, and feelings in interaction with our environment.
36
What is the humanist approach to personality, and what conditions does Rogers believe enable growth?
The humanist approach focuses on ensuring that individuals realize their full potential and personal growth. Rogers identified three basic conditions for growth: being genuine, accepting, and empathic.
37
What is the relationship between personality and management?
Understanding different personality traits helps managers engage with others in a more informed way, recognizing the diverse qualities people bring to the workplace.
38
What does Positive Psychology (PP) focus on?
Positive Psychology is the study of the psychological bases for leading the best life possible, focusing on individual strengths and behaviors that move individuals and groups toward better citizenship.
39
What is emotional intelligence and who popularized this concept?
Emotional intelligence is the ability to recognize our own emotions and the emotions of others, as well as to manage relationships effectively. It was popularized by Daniel Goleman.
40
What is the difference between moods and emotions?
41
What is the impact bias and how is it related to affective forecasting?
Impact bias is the tendency to overestimate the intensity and duration of future emotions, which is a common error in affective forecasting—the process of predicting our future emotions.
42
What four qualities of life did Veenhoven describe?
Veenhoven described four qualities of life: Life chances, Utility of life (outer qualities), Life-ability of the person, and Appreciation of life (inner qualities).
43
How can focalism influence our decision-making and perceptions?
Focalism can lead us to overemphasize one aspect of an event in our feelings and predictions, potentially causing an impact bias in our emotional forecasting.
44
What are the different approaches to understanding personality in organizational behavior?
The three approaches to understanding personality are the trait approach, the socio-cognitive approach, and the humanist approach.
45
How does the trait approach explain personality?
The trait approach posits that personality is made up of stable patterns of thought, feeling, and behavior that are influenced by a mixture of biological, psychological, environmental, and societal factors.
46
What is reciprocal determinism according to the socio-cognitive approach?
Reciprocal determinism is the concept that our personality is shaped by the interaction of our behavior, thoughts, and feelings with our environment.
47
What is the focus of the humanist approach to personality?
The humanist approach emphasizes personal growth and potential, striving for self-actualization and ensuring people are genuine, accepting, and empathic.
48
What is the fundamental attribution error?
The fundamental attribution error is the tendency to attribute others' actions to their character or personality while underestimating situational factors.
49
What is the self-serving bias?
The self-serving bias is the common habit where people attribute their successes to internal factors like ability or effort, but attribute failures to external factors beyond their control.
50
What is cognitive dissonance?
Cognitive dissonance is the mental discomfort experienced when a person holds contradictory beliefs, ideas, or values, or is confronted by new information that conflicts with existing beliefs.
51
What does Daniel Kahneman's System 1 and System 2 theory explain?
Kahneman's theory explains that System 1 is our quick, instinctual, and often subconscious way of thinking, while System 2 is our slow, deliberate, and conscious way of thinking.
52
What 3 qualities does a leader need to be able to master in order to change a organization? (The capstan steering model)
Power, politics and paradox.
53
Professor Badhams model "5M framework", defines managing change as the process of influencing others to accomplish an objective. This process unfolds along 5 steps. Name these 5 steps!
1. Mindfullness (importance of being mindfull and calm as changes can come with a lot of difficulties and mess)
2. Mobilizing (buy-in form important steakholders and mobilizing their inteligence and networks to accomplish change)
3. Mapping (planning the changing journey ahead, outline obsicals, shortcut etc.)
4. Masks (what change makers needs in order to lay roles)
5. Mirrors (to mirror the performance, plans are hyopthes and experiments. Feedback an learning is crusial for succsesfull change)
54
Researchers suggest that organisations should not be planning and structure for normal conditions. What do they mean by this?
Organisation needs to be accostumed to chaos! Perfect structures for only normal conditions is not enough.
55
Pascalle (1999) introduced 4 principles that can frame innovation processes:
1. Equilibrium equals death (Organizations works as bike. You can not balance a bike without moving, the same goes for organizations) Dont stay with a previously successful business model. Organizations needs innovation and development in a fast-moving cooperate world. )
2. Self-organization is important
3. Complex tasks need a even more complex problem-solvning
4. Complex organizations can only be distrobuted, not directed
56
Tuckmans model
Breaks down team and team dynamic
- Forming
- Storming - negotiation going on
- Norming - a outcome of storming (establish a norm)
- Performing
- Adjourning
57
organizational politics refer to
the networks between people in and around organizations that entail power relations.
58
definition of power
is that it is the chance for someone to realize their own will, even against the resistance of others
59
Max Weber (1978) is recognized as the 'founding voice' on power in organization studies, which aspect puts Weber to power?
Weber saw power as a pervasive aspect of organizational life, as people in management sought to execute actions through imperative commands/orders.
60
why is bureaucracy as a system of formal rules so important?
because it demarcates a space for the official and the public from the personal and the private. For example, the #metoo movement because it asserts an individual's right not to subject to any form of demand that transgresses these public/private distinctions.
61
Authority
is expressed in terms of chance of specific commands being obeyed by a specifiable group of people
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legitimacy
attachees to something, whether a particular action or social structure, when there is a widespread belief that is just and valid
63
resistance attempts to
challenge, change or retain existing societal relations, processes and/or institutions of domination, exploitation and subjection at the material, symbolic or psychological level.
64
what is organizational legitimacy
that is the 'generalized perception or assumption that the actions of an entity are desirable, proper, or appropriate within a social system' (Tuchman, 1966)
65
the theory developed by (Hickson et al., 2002)
theory of power related to the control of uncertainty. later the links between power and uncertainty as a critical resource revisited in which power was played out in daily struggles over the rules of an uncertain game.
66
pfeffer and Salancik (2002) hypothesized that
power would be used in organizations to try to influence decisions about the allocation of resources such as raw materials capital, information, authority or any other essential resource.
67
When is power a positive-sum game
for those that have control of critical resources using the power these resources bestow, they can acquire yet more resources, to leverage more power. those that have resources attract more resources and thus more power, it is assumed that there is a fixed or zero-sum amount of power to go around.
68
according to Pettigrew (2002) organizational politics arise from the following ( 5 things)
1. the management of meaning.
2. structural divisions in the organization between different component elements and identities as wella s different values.
3. the complexity and degree of uncertainty attached to a central dilemma. Being able to control uncertainty that is hardly of much significance will not deliver power,
4. the external pressure coming from stakeholders or others actors or organizations in the environment.
5. the history of past politics in the organizations in question, Hardy and Clegg (1999) memories of histories and the stories that recount them will frame organizational politics.
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insurgency games
player by lower-status participants against the dominant elites
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counterinsurgency games
played by the dominant elites against the insurgents
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sponsorship games
played by patrons and clients
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alliance building games
played among peers who implicitly seek reciprocal support
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empire building games
a political actor or subsystem seeks to capture others and enrol them as subordinate to their interests
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budgeting games
the objective is to secure resources
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expertise games
the game of strategic contingency
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lording games
relatively powerless players seek to 'lord it' through using what they clam to be their legitimate power over those who are supplicant or lower in status: think of family politics between elder and younger siblings,
77
line vs staff games
each side uses legitimate power in illegitimate ways in games of rivalry
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rival camps games
alliance or empire-building games develop into rival blocks that fav each other in zero-sum games similar to those witnessed in international relations between competitive counties of blocks of nations. only very large organizations or those with no competition can survive sustained complex politics for very long
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strategic candidate games
those in power seek to ensure the succession of preferred candidates as vacancies arise
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whistleblowing game
participants, usually lower-status ones, seek to expose malfeasance of illegitimacy outside the organization to effect internal policy or strategy changes
81
young turks games
organizational authority is preserved, while a coup unseats its present incumbents to institute a regime change.
82
soft domination
entails the administration of rules providing managerial discretion to managers while reinforcing the strength of centralized authorities through highly defined systems of authority (courpasson 2002)
83
Four of michel foucault overlapping waves of influence of his work have been identified, name them
1. discipline and punish, bringing organizational discipline and techniques of surveillance and subjugation into focus as power practices
2. a focus on how, in practice, discourses constitute ways of seeing and acting.
3. the work on governmetality which investigated how governmental technologies operate on subjects in different institutional and organizational contexts.
4. his work on asceticism and techniques of self, oriented to the ways in which subjectivity is constituted.
84
dialectics refers to
the contradiction between two conflicting forces, where each shapes the other against the pressure that is being exerted
85
two characteristics types of resistance in contemporary times
- new forms of transnationally networked collective, overt and intentional resistance
- the majority of the literature emphasizes not forms of collective action but that which is more individualized, less organized, less overt and more attendant to local power relations in the organizations in question.
86
information panopticon
devices such as closed-circuit television (CCTV), speed and security cameras are forms of surveillance that have been referred to as the information panopticon.
87
Teams operate with two dimensions of surveillance
vertical and horizontal
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total institutions
are organizations organized on the basis of, in principle, constant surveillance, on the principle of inclusion and enclosure.
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empowerment
means transferring power to the individual by promoting self-regulating and self-motivating behaviour through self-managing work teams, enhanced individual autonomy and so on.
90
How is the four principles of Pascale (1999) different from a relational approach? And summerize the principle.
The four principles takes to account the limited capacity of management to order and to prescribe, proposing a more complex, chaotic and emergent understanding of innovation processes. Innovation that is supposed to lead to truly new outcomes and change cannot be detailed, prescriptively, in advance. The future is UNSERTAIN, it’s control and predictability shifting in and out of gasp.
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conceptie control accurs
where the sense of responsibility to the members of the team impels you to work intensively and to not let them down.
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the argument of (barker, 2002)
is that 'cutting out bureaucratic offices and rules ' will ' flatten hierarchies, cut costs, boost productivity and increase the speed with which they respond to the changing business worlds.'
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Why do most change initativs fail?
Because the implementation is not understood and executed perfectly. Van de Ven et al. (1999) “managers cannot control innovation sucsess, only its odds through the creation of preferable conditions.”
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the challenge for future power theory, as Pfeffer (1992) suggests, is to
manage with power, where you recognize, diagnose and respect the diversity of interests and seek to translate and enrol members within organizational courses of action, while at the same time listening to what others are saying.
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Change can be conceptualized as consisting of three different, though closely interlinked, initiatives (Hirschhorn, 2002). Which ones?
1. political campaign (which should create strong and lasting support for the desired change)
2.communication programme (ensuring that all major stakeholders understand and share the idea of change and are committed to the principles and consequences behind it)
3. rationally planned organizational design (makes sure that the human and material resources necessary for a successful change are available)
Without paying attention to these political implications, innovative ideas cannot be turned into actionable and tangible outcomes!
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March (1998) meaning with “technology of foolishness” within innovation.
Innovation challenges traditional management approaches, which emphasize control and rationality. James March suggests that playfulness and embracing the unexpected can foster creativity and innovation. He proposes a "technology of foolishness" where we explore new ideas without a clear purpose.
97
What can be questioned with Hichhorns (2022) model of intraorganizational aspects of innovation?
Hirschhorn's (2002) main focus is on intraorganizational aspects of innovation, primarily within the firm, which aligns with managerial control. However, this perspective doesn't capture the full picture of innovation, as it's also influenced by external factors like economic, political, social, and cultural elements within the broader institutional environment. To succeed in the global, knowledge-based economy, organizations need to effectively manage these internal and external factors.
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What is the problem with stop searching or developing ideas when you have already fulfilled your idea/ goal? What is this called?
Creative destruction.
Younger entrepreneurs make them obsolete and their business idea becomes irrelevant on the market.
99
Give example of a company who has taken creative destruction to account?
Facebook. Facebook acquired instagram - in this was they could remain relevant.
100
James March (1998) idea about innovation
James March, criticized two common concepts: the idea that clear goals guide actions and the need for consistent decision-making. He argued that innovation often happens when we do things without a clear purpose or reason. In essence, embracing the unpredictable can lead to valuable innovation.
101
What Weick (1995) meant by "How can I know what I think until I see what I say?
The point he is making is that when people act, they discover their goals, which may be different even when we think we are dealing with the same cues
102
What is capital?
Capital is an asset owned with the intention of delivering a return to the owner, implying a complex set of relations and associated obligations.
103
What is profit?
Profit is what accrues to the owners of organizations after all the costs of using capital have been met, such as interest charged, debt repayment, wages and salaries, supplier costs and taxes.
104
What is the relationship between metaphors and sensemaking?
Metaphors frame sensemaking by using terms other than those of the subject under discussion to describe that subject, such as a business organization aiming for the ‘premier league’.
105
What are organizations?
Organizations are tools: they are purposive, goal-oriented instruments designed to achieve a specific objective. A tool, traditionally, is an extension of human agency: a hammer enables a hand to hammer, a screwdriver to screw and an iron to iron. The tool extends the power of the human agent using it
106
What is tacit knowledge?
Tacit knowledge enables you to speak grammatically or ride a bike: while you can do it , explaining how it is done to a novice is difficult.
107
What is the relationship between knowledge-intensive work and tacit
knowledge?
Knowledge-intensive work, according to Alvesson’s (2004) research, depends on much subtle tacit knowledge as well as explicit mastery. In such a situation, working according to instruction and command will not be an effective way of managing or being managed, especially where the employee is involved in design and other forms of creative work on a team basis, often organized in projects
108
Who are "digital nomads"?
Digital nomads are mobile workers armed with a laptop and Wi-Fi, connecting anywhere and choosing mobility rather than a fixed abode. (mostly young people travelling to warmer countries)
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What does "EDI" stand for?
Equity, diversity, inclusion
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What are the main issues related to the recent emergence of digital nomads?
They can contrive not to be anywhere long enough to be liable for taxation, it is very easy for them to ‘fly under the radar’ of national tax authorities, especially in the EU, where borderless travel and the free movement of labour mean that there is little in the way of control of passage. Additionally, digital nomads tend to distort local housing markets, driving up rents and conversions to Airbnb in cool inner-city areas
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What is active forecasting?
Affective forecasting refers to the process of making basic decisions in the present based on predictions about your emotions in some future act or event
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Decision making is understood as
management’s task par excellence – the bureaucratic cogito (the thinking brain) whose decisions the corporate body should follow
113
Bounded rationality
Issues are frequently ambiguous, information about alternatives will often be incomplete and the choice criteria unclear. In addition, others may see the issues, alternatives and choices in utterly different and sometimes antagonistic terms
114
Programmed decisions
can be made by reference to existing rubrics, are fairly easy and can be categorized as operational questions that admit of solution by applying organizational rules that subordinates can be trained to do
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Non-programmed decisions
have no precedents, are unfamiliar, novel and complex, and cannot be left to subordinates: they are what are sometimes referred to as messy or intractable problems
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5 ways the civil service might transform its approach to evidence and decision-making (Rose 2020)
1. Carry out horizon scanning
2. Consider all the options
3. Collate evidence properly
4. Use experts properly
5. Adopt effective decision-making techniques
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Innovation
the implementation of a new significantly improved product, service, or organizational practice
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why is doing something new difficult for managers/organisations?
They are often biased by past successes and seek to sustain the status quo through maintaining what they do and how they do it. This renders them blind to future development.
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A view that stresses serendipity...
leaves little room for managing innovation. This is an oxymoron as innovation happens in spite of management
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The innovation journey has 3 different stages
initiation, development, and implementation
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Initiation stage
begins as coincidental events (such as a new manager/loss in market share) which sets the stage for innovation to emerge
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Development stage
once initiated, the idea development begins and proceeds along a planned pathway. Along the way, the idea often splits into multiple divergent pathways though cycles of exploration and trail-and-error learning in which new goals are formed
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Community of practice
a social learning system that develops when people who have a common interest in a problem collaborate to share ideas and find solutions
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Implementation stage
the implementation and adoption of innovation are achieved by integrating the new with the old and fostering a fit within a local context and situation
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Managing innovation successfully means
managers must manage the tension between past and new routines and capture that tacit knowledge associated with the emergence of the innovation - whether it be a success or failure - to link it with the firm’s resources and strategy
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Managers shift among 4 roles in the innovation process
sponsors: usually top managers that can command that allocation of resources, mentors: usually experienced innovators that guide the process, critics: those that keep the process grounded and serve as devil’s advocate, and leaders: often executives that are able to navigate and settle disputes in the journey and sues that arise among different roles
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Why does innovation often origin in small projects hidden for view?
So that they can grow and develop without interference
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How do finance departments often understand the latest innovation?
As a desire of the design team, they regard it more as cost rather than investment
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How do managers deal with the tension between the cost and control of innovation?
Bangle’s answer: protect the creative resources and make sure that they could work without being interrupted by people who did not understand the process
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How can managers feel more in control of the innovation process?
They implement deadline to ensure that playfulness and exploration find an end rather that becoming an end
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Potential tensions between control and innovation can be created until...
people learn how to work with relative openness and understand that open innovation is predicted on trust not control
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Achieving sustainable competitive advantage means..
being faster and better at innovation, which comes down to being better connected and having more effective collaborations
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Platform
an evolving eco-system that is created from many interconnected pieces
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Reliability contests were credible because
each race was an event that could be interpreted as evidence of the dependability of cars by the public
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Successful innovation is more than developing an idea
it needs the active shaping of a platform in which the idea can grow and create traction
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An innovation platform consists of
core component that can be shared with others to develop useful complements for customers and an interface connecting these complements to the core component
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As progress continues to ensue and technology develops, the trajectory evolves through phases of
growth, maturities and decline that create the distinctive s-curved trajectory or progress until there is a shock to the system induced by a breakthrough, radical advancement that punctuates the s-curve and starts a new one
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Organisations constantly consist of
macro level cycles of technological progression
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Technological advances can be classified as
competence-enhancing: improvement over prior products or competence-destroying for organizations: create an entirely new product class that represents fundamentally new ways of doing things that render existing skills and knowledge obsolete
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What is the key to innovation?
disruptive technologies, these result in worse product performance (at least in short term) for existing products
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Sustaining technologies
they improve the performance of existing products aligned to an existing technological trajectory rather than replace it
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Social innovation
new ideas (products, services and models) that simultaneously meet social need and relate new social relationships r collaborations, they are innovations that are both good for society and enhance society’s capacity to act
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Two emerging forces shape social innovation
1. technology as an enabler of social networking where people share ideas and solutions and 2. A growing concern with the human dimension, which becomes more important than systems and structures
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How does social innovation work? 6 step process
1. prompts, inspirations, and diagnoses: every new idea starts with the perception of a problem. 2. Proposals and ideas generations; initial ideas are developed and proposals discussed. 3. Prototyping and pilots: talk is cheap so ideas need to be tested in practice, motto: fail often, learn quickly. 4. Sustaining: including the development of structures and sustainable income streams to ensure that the best ideas have a useful vehicle to travel. 5. Scaling and diffusion: good ideas have to spread, hence scaling up solutions is key. 6. Systemic change: the ultimate goal of social innovation, this involves change on a big scale driven by social movements, and later by laws
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4 types of change
1 life cycle: change that occurs in terms of stages of maturation, growth or ageing. 2. Dialectical (struggle-based) change: occurs through the interplay, tensions and contraindications of social relations. 3. Evolutionary change: occurs through environmental adaptation. 4. Teleological (vision-based) change: occurs as an result of strategic vision such as when a city government aims to host the future Olympics and creates an organisation to oversee the bid
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3 steps that are involved in changing organizations and people
1. You unfreeze the urgent state of affairs. 2. You move things to where you want them to be. 3. After you have succeeded in moving things, you refreeze them.
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The environment induces change externally and the organization has to
adapt as quickly as possible to achieve equilibrium again
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what is competence-enhancing and what is competence-destroying
Competence-Enhancing: New developments that build on existing technologies and skills.
Competence-Destroying: Innovations that are so different they make old technologies and
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