Summary Flashcards
(114 cards)
1
Q
What are the three steps in Lewin’s Three-Step Model?
A
Unfreezing, Moving, Refreezing
2
Q
Define ‘Unfreezing’ in Lewin’s model.
A
Preparing the organisation for change by creating a sense of urgency and disrupting the status quo.
3
Q
What is involved in the ‘Moving’ step of Lewin’s model?
A
Implementing the desired change, involving new behaviours, processes, or structures.
4
Q
Explain the ‘Refreezing’ step in Lewin’s model.
A
Stabilising the change by reinforcing new behaviours and integrating them into the organisational culture.
5
Q
What is Force Field Analysis?
A
A technique used to identify and analyse the forces that are driving or restraining change in an organisation.
6
Q
Differentiate between planned and emergent change.
A
Planned change is intentional and structured; emergent change evolves organically.
7
Q
What does Weick emphasize in organizational science?
A
Shifts focus from static entities to dynamic processes of ‘organizing,’ involving continuous sensemaking and adaptation.
8
Q
What is the challenge of cultural integration in M&A?
A
Organisations often have distinct subcultures, leading to conflict and resistance during integration.
9
Q
Define ‘Reflection-in-Action.’
A
Spontaneous adjustments made during practice, triggered by surprises.
10
Q
What is ‘Reflection-on-Action’?
A
Reflecting on past experiences to learn for future actions.
11
Q
What are the three types of surprise identified?
A
Malfunction, Temporary Breakdown, Total Breakdown
12
Q
How do practitioners respond to a malfunction?
A
With reconstituted absorbed coping, resuming activity.
13
Q
Explain ‘Neo-Institutional Theory.’
A
Focuses on how organisations respond to institutional pressures and pursue legitimacy.
14
Q
What is meant by ‘Multi-Authored Change’?
A
Acknowledges that change is collaboratively constructed by multiple actors.
15
Q
What are the three core principles of practice theory?
A
- Everyday actions are consequential in producing social life
- Conceptual oppositions as dualisms should be rejected
- There is a relationality of mutual constitutions
16
Q
What does ‘Co-Creation’ signify?
A
Consumers actively participate in producing value through their engagement.
17
Q
What does the term ‘Bricolage’ refer to?
A
A retrospective approach involving dialogue with tools and materials to create something.
18
Q
Fill in the blank: ‘Reflection-in-Action’ is triggered by _______.
A
surprises
19
Q
What is ‘Sensemaking’?
A
The process by which individuals attribute meaning to their experience of organisational change.
20
Q
Define ‘Discourse’ in the context of change.
A
A shared system of meaning that shapes understanding and interaction.
21
Q
What is ‘Managerialism’?
A
A strong managerial focus emphasizing managers’ authority and overview.
22
Q
What challenges does the technocratic approach face?
A
Heavy reliance on technical experts may overlook community needs.
23
Q
Fill in the blank: ‘Physical proximity can either facilitate or inhibit _______ among employees.’
A
collaboration
24
Q
What are the four power relations in organizations?
A
- Public and private operators
- Operators and contractors
- Top management and shop-floor workers
- Project and permanent organizations
25
What is 'Symbolic Anorexia'?
Generic stories that lack substance or meaning in organizational culture.
26
What is 'Legitimacy' in organizational context?
The social acceptability and credibility of an organisation or project.
27
What is the main purpose of the paper by Rosenbaum et al. (2018)?
To identify the development of planned organisational change models (POCMs) since Lewin’s three-step model and to highlight key linkages between them.
28
What does Lewin's three-step model represent?
A framework for planned change.
29
What are the interrelated processes that cannot be viewed in isolation from Lewin's three-step model?
* Action research
* Group dynamics
* Force field analysis.
30
What is the ongoing development of POCMs characterized as?
An exercise in developing ongoing procedural steps to support change within the existing framework of the three-step model.
31
What are the different characteristics of change models mentioned?
* Planned vs emergent
* Continuous vs stepped
* Bottom-up vs top-down
* Size vs impact.
32
True or False: Lewin's three-step model is often viewed as a simple linear process.
True.
33
What does the term 'force field analysis' refer to?
Understanding countervailing forces.
34
What is action research in the context of Lewin's model?
An iterative approach that supports both the unfreezing and moving components.
35
What does the iterative approach of action research emphasize?
The need to continuously assess organizational circumstances and the dynamic nature of changes.
36
What is the relevance of Lewin’s approach to planned organisational change?
It remains as relevant now as it was during his original writings.
37
According to Tsoukas and Chia (2002), how has traditional approaches to organizational change been characterized?
By assumptions privileging stability, routine, and order.
38
What does Tsoukas and Chia suggest about the nature of change?
Change is the reweaving of actors’ webs of beliefs and habits of action.
39
What are the benefits of approaching organizational change from the perspective of ongoing change?
* More complete understanding of micro-processes of change
* Better knowledge of how change is accomplished
* Overcoming implementation problems of change programs.
40
What do synoptic accounts of change emphasize?
Change as an accomplished event with distinct states at different points in time.
41
What do performative accounts focus on?
Situated human agency unfolding in time.
42
What is Weick's (1979) landmark contribution to organization science?
The shift in attention from organizations to organizing.
43
True or False: Organizations are static entities.
False.
44
What does Van Marrewijk (2016) critique about existing research into M&A?
It often assumes organizations have a homogeneous culture.
45
What is cultural integration in the context of M&A?
Changes made in two different cultural systems where elements of culture spread between them.
46
What are the three contributions of Van Marrewijk's paper to the debate on cultural integration?
* Acknowledges numerous coexisting subcultures
* Extends existing strategies for acculturation with a revitalization strategy
* Adds a longitudinal perspective with an insider view.
47
How is organizational culture understood according to Van Marrewijk?
As a social construction by employees through processes of interaction.
48
What does revitalization involve in the context of M&A?
Employees recreate and re-form a (sub)culture by mixing their existing cultural frameworks with new elements.
49
What are the three types of surprise identified in reflection-in-action?
* Malfunction
* Temporary breakdown
* Total breakdown.
50
What is the significance of reflection-in-action according to Yanow and Tsoukas (2009)?
It allows practitioners to respond spontaneously and engage in collaborative exchanges.
51
What does the 'Safety Regions Act' in the Netherlands aim to achieve?
The establishment of safety regions for regionalized and integrated fire service and crisis management.
52
What is the focus of the paper by Van den Ende, Steden, and Boersma (2020)?
The impact of regionalization on local fire stations and how change recipients make sense of it.
53
What is the role of sensemaking in organizational change?
It shows how volunteers attribute meaning to their experiences of regionalization.
54
What is a critical aspect of understanding how planned organizational change unfolds?
Making sense of and evaluating change
## Footnote
This involves how volunteers attribute meaning to their experiences of regionalization.
55
Who are considered public managers in the context of organizational change?
Station commanders and regional managers
## Footnote
Station commanders are heads of local fire stations, while regional managers head safety regions.
56
How is organizational change defined?
A process of organizational renewal in direction, structure, culture, and competencies
## Footnote
This definition is based on the need to adapt to internal and external dynamics.
57
What perspective do critical management scholars promote regarding organizational change?
A processual perspective of change
## Footnote
This perspective views change as emergent, contextual, and ambiguous.
58
What is sensemaking in the context of organizational change?
The mechanism by which organizational members attribute meaning to and understand their experiences of change
## Footnote
Defined by Maitlis and Sonenshein.
59
True or False: Workplace resistance is often viewed negatively in the literature on change.
True
## Footnote
This perspective has been challenged by critical management scholars.
60
What are the four main interrelated themes discussed in the findings?
* Higher management vs. the work floor
* Local vs. regional fire service
* Professionalism vs. volunteerism
* The role of change mediators
## Footnote
These themes reflect the complexities of organizational change in the fire service.
61
What do volunteers perceive about regional managers?
They view them as 'paper tigers' disconnected from the firefighting activity
## Footnote
This perception highlights a gap between local volunteers and higher management.
62
What has regionalization deprived local volunteers of?
* Autonomy
* Specialisms
* Coverage areas
* Equipment
## Footnote
These elements are significant to the identity of volunteers.
63
How do regional managers view the regionalization process?
As a legal obligation necessary for better coordination and care
## Footnote
They recognize the challenges it poses for local volunteers.
64
What does the professionalism vs. volunteerism theme indicate about current demands on volunteers?
Increased demands for professionalization
## Footnote
This reflects a tension between the hobby-like nature of volunteer firefighting and the need for skills.
65
What is the crucial role of station commanders in the regionalization process?
They act as translators of public reform and mediators of organizational change
## Footnote
This highlights their importance in bridging the gap between management and volunteers.
66
What does the neo-institutional lens emphasize in project management?
Legitimacy over efficiency
## Footnote
This approach focuses on social acceptability and credibility in organizational survival.
67
What are the three main approaches of institutionalization identified in the projects?
* Administrative approach
* Technocratic approach
* Humanistic approach
## Footnote
Each approach reflects different strategies for gaining legitimacy.
68
What characterizes the humanistic approach to project management?
Attention to community needs and interests
## Footnote
This approach contrasts with more traditional methods focused on economic and technical aspects.
69
What is the significance of institutional work in project management?
It helps project actors gain legitimacy and respond to community resistance
## Footnote
This work is essential for managing relationships with stakeholders.
70
What is meant by 'organizational becoming' in the analysis of organizations?
The social world is enacted through communicative interactions among individuals
## Footnote
This perspective sees change as ongoing and negotiated.
71
Fill in the blank: Organizational change is a ________ process.
[multi-authored]
## Footnote
This indicates that change is co-constructed by various actors.
72
What are the two patterns in the negotiation of meaning observed in organizational change?
* Generative dialogue
* Degenerative dialogue
## Footnote
Both patterns were present in the same workshop setting.
73
How is resistance viewed in the context of multi-authored change?
As integral to successful change
## Footnote
Resistance can enhance the meaning-making process.
74
What type of dialogue is more likely to bring about innovative and synergistic organizational change?
Productive or generative dialogue
## Footnote
Referenced as 'productive' (Tsoukas, forthcoming) or 'generative' (Gergen et al., 2004)
75
What characterizes 'degenerative' dialogue in organizational discourse?
Monologic discourse that imposes meaning and destroys meaning-making potential
## Footnote
Gergen (2003) describes this as a negative form of dialogue.
76
Who is typically charged with interpreting, communicating, and implementing change in organizations?
Middle managers
## Footnote
Lüscher and Lewis (2008) highlight this role.
77
What is the risk for senior managers and change agents regarding change initiatives?
Their interests may not prevail despite their privileged position
## Footnote
Collinson (1994) discusses the negotiation of meaning in change initiatives.
78
What does the article criticize regarding monological research accounts?
They fail to accommodate polyvocal narratives of organizational change
## Footnote
Buchanan and Dawson (2007) emphasize the need for diverse narratives.
79
What are the two main functions of narratives in the context of organizational change?
* Shape understanding of past events
* Shape trajectories of change into the future
80
In research studies, what do respondents' accounts often serve?
Personal purposes of sensemaking, impression management, and political agendas
## Footnote
This applies to both respondents and qualitative case researchers.
81
What is the nature of the change process as discussed in the article?
Complex, political, and multi-voiced
## Footnote
The article draws from existing studies to illustrate contradictions in accounts of change.
82
What are the five processes through which reflective interventions can assist in transformation?
* Prioritising reflection on practices
* Critically evaluating practices
* Creating a breeding ground for new practices
* Implementing new practices
* Embedding new practices in partner organizations
83
What does practice theory connect in the context of sustainability transitions?
Actor level processes to transition concepts
## Footnote
Upham et al. (2021) mention this connection.
84
What are critical points of intersection described in sustainability transitions?
Instances where embedded practices hinder the wider development of sustainable innovations
## Footnote
Hargreaves et al. (2013) discuss these instances.
85
What are the three core principles of practice theory?
* Everyday actions are consequential
* Reject conceptual oppositions as dualisms
* There is a relationality of mutual constitutions
86
What is the significance of collective reflection in inter-organizational collaboration?
Engages experience generated collectively in project teams and organizational subsystems
## Footnote
Emphasized in practice literature (Nicolini et al., 2003; Schatzki, 2005).
87
What are the four practices of collaboration identified that hinder the transition to circular construction?
* Contracting
* Monitoring
* Communicating
* Project-based working
88
What is the central research question regarding power relations in interorganizational strategic projects?
How do power relations and strategic practices shape interorganizational strategic change projects?
89
What are the four distinct features of interorganizational projects?
* Bridging interorganizational relations
* Disordering of hierarchies
* Blurring of organizational boundaries
* Reframing of individual behavior
90
What is the relationship between power relations and strategic practices in projects?
Power relations are formed, reproduced, or transformed through strategic practices and interactions
## Footnote
This dynamic reflects the interplay between strategy and practice.
91
What are the four significant power relations found in the IA strategic change project?
* Public and private operators
* Operators and contractors
* Top management and shop-floor workers
* Project and permanent organizations
92
What is the concept of co-creation in the context of events and festivals?
The production of value through interaction between the organization and consumers
## Footnote
This recognizes consumers as active agents in value creation.
93
What is the significance of rituals in understanding festivals?
Festivals are ritualized events that form temporary, 'liminal' spaces
## Footnote
Turner (1969) and St John (2008) provide theoretical perspectives on this.
94
What does the concept of 'event co-creation' emphasize?
Active participation of multiple actors, including attendees
## Footnote
It contrasts with traditional presentational frameworks.
95
What is the production of value increasingly recognized as?
The interaction between firm and consumer
## Footnote
This recognizes that production and consumption are two sides of the same coin.
96
What role do consumers play in value co-creation?
Active agents and participants who co-create value
## Footnote
They engage actively in consumption experiences.
97
Why is value co-creation considered an elusive concept?
There are multiple understandings of value based on diverse theoretical perspectives
## Footnote
Examples include economic value, functional value, emotional value, and cultural value.
98
What does ritualization produce according to the text?
A liminal space set apart from mainstream society
## Footnote
This space suspends normal social rules and forms a site of playful creativity.
99
What term does Turner (1969) use to describe the state of temporary suspension from the everyday?
Anti-structure
## Footnote
This state can elicit 'communitas' or a sense of togetherness and community.
100
What are examples of co-creative events mentioned in the text?
* Tribal Gathering
* Burning Man
* Boom
## Footnote
These events are decentralized, self-organizing, and non-sponsored to facilitate cultural participation.
101
What is a transformational festival?
A festival that serves as a space for cultural intervention and social change
## Footnote
This concept is supported by various scholars.
102
What criticism is mentioned regarding consumers' role in festivals?
Consumers provide 'free labor' through the expropriation of knowledge, creativity, and communication.
103
What is central to the function of organizations according to the text?
Collaboration
## Footnote
It is the organic development of shared projects based on trust and personal relationships.
104
What strategies do employees use to avoid collaboration?
* Focusing on existing collaborations
* Reinforcing group boundaries
* Enacting legacy policies
* Minimizing social interactions
105
What does physical proximity refer to?
The geographic gap between two employees in terms of distance for face-to-face interaction.
106
How does physical proximity affect collaboration according to some researchers?
It can foster the formation of collaborative relationships by generating an obligation to interact.
107
What is one argument against physical proximity in fostering collaboration?
It can inhibit collaboration by causing employees to socially withdraw.
108
What is serendipity defined as?
A search with unintended discovery
## Footnote
It involves prior knowledge, purposeful action, and favorable accident.
109
What do the findings suggest about physical proximity and collaboration?
Physical proximity can facilitate collaboration in some circumstances but employees may avoid collaborating.
110
What mechanism minimizes serendipitous encounters when focusing on existing collaborations?
Reducing openness to chance when finding new collaborators.
111
How do employees reinforce group boundaries to avoid new collaborations?
By avoiding searching for collaborators from other groups in the building.
112
What does enacting legacy policies minimize in terms of collaboration?
Flexibility
## Footnote
Employees follow organization-specific rules from previous sites.
113
How do employees signal their unwillingness to interact?
By minimizing social interactions and avoiding eye contact.
114
What are the four strategies identified for avoiding collaboration?
* Focusing on existing collaborations
* Reinforcing boundaries between groups
* Enacting legacy policies
* Minimizing social interactions
