Categories, Crossroads, Control, Connectedness, Continuity, and Change: A Metaphorical Exploration of COVID-19

Drawing on metaphors as deep cognitive devices, that prefigure important conceptual categories and form the basis for action, we suggest that we are at a crossroads in terms of the implications of Covid-19. One direction, characterized by the metaphor of ‘war’, is about establishing control to ensure continuity (i.e. a ‘normative-normal’). The other direction, based on the metaphor of ‘community’, is concerned with a heightened sense of connectedness, common interests, and shared purpose as a process of significant change (i.e. a ‘new-normal’). We conclude by briefly discussing the implications of these competing metaphor-based, post-crisis views of normality

Practitioners Corner: A Call to Action!

This article briefly discusses the nature of the relationship between scholars, practitioners, and practitioner-scholars in terms of the generation of behavioral science knowledge and the development of theory. It also discusses the scope for, and process by which, practitioners and scholar-practitioners can become more directly and actively involved in contributing to The Journal of Applied Behavioral Science via a new section called “Practitioner Corner.

Positive Perspectives on Organizing and Organizational Change: A Conversation with Gretchen Spreitzer

Professor Gretchen was the Distinguished Speaker for the Organization Development and Change (ODC) Division at the 2018 Academy of Management Meeting held in Chicago. In her address, she shared her latest thinking on co-working and thriving at work, and explored the implications for organization development and change. Following the presentation, we interviewed her about these topics and her broader contribution to the field of positive organizational scholarship. During our conversation, we discussed some of the formative influences on Professor Spreitzer's career direction and scholarship. Then, we explored her enduring commitment to researching and promoting a positive orientation towards organizations and organizational life. Finally, we concluded by eliciting her ideas on the future of work and the concomitant implications for organization development and change

Of Definitions, Demarcation, and Disaggregation: Some Comments on the Dynamic Application of Diagnostic and Dialogic Organization Development

Hastings and Schwarz (2022) provide a lucid account of how change is affected by the choice to engage in diagnostic or dialogic processes of organization development. More specifically, based upon their analysis of 79 cases, they assert that the likelihood of change success is increased in instances where “leaders choose to oscillate between these two processes [i.e. diagnostic and dialogic processes] as change unfolds” (Hastings & Schwarz, 2022:5). Their argument is persuasive and we find ourselves in broad agreement with the conclusions they draw. However, we want to take this opportunity to elaborate on what we see as some further implications and possible entailments of their contribution. In particular, we want to offer some brief comments on two issues. First, we consider how we describe the two contrasting processes (i.e., a definitional issue) and how we distinguish between them (i.e., a demarcation issue). Second, and based upon the challenges of establishing boundaries and drawing meaningful distinctions, how we “oscillate” between the processes (i.e., an issue of dynamics)

Re-Imagining Images of Organization: A Conversation With Gareth Morgan

In this article, we review the metaphors presented by Morgan in Images of Organization and highlight how they simultaneously act as “relatively static reflections” (i.e., they provide a history of organization theory) and “relatively dynamic projections” (i.e., stimulating the formulation of further organizational images). We also discuss the potential for new organizational metaphors and consider two specific metaphors (i.e., the “global brain” and “organization as media”). We also challenge the established punctuated metaphorical process (i.e., a transfer from a metaphorical source domain to an organizational target domain), propose a dynamic perspective of interchange (i.e., source domain to target domain to source domain and so on), and develop the notion of multidirectionality (i.e., two-way projections between target and source domains)

Generative Artificial Intelligence and Generative Conversations: Contrasting Futures for Organizational Change?

To what extent are “generative AI” (as a machine-based form of decision-making) and “generative dialogue” (as a human-based form of decision-making) complimentary or competing? What takes precedence in generative change processes? More fundamentally, should generative artificial intelligence (AI) processes assist human decision-making or should human processes assist generative AI decision-making? The possible implications of these questions are explored. Moreover, it is posited that as generative AI evolves and gains more traction in organizational change initiatives, it is important that it is deployed in ways that support generative conversations rather than ways that undermine or replace them