197 research outputs found
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Guest Editorial: Engaging With Employee Engagement in HRD Theory and Practice
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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
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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 âleaders choose to oscillate between these two processes [i.e. diagnostic and dialogic processes] as change unfoldsâ (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 âoscillateâ between the processes (i.e., an issue of dynamics)
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Generative Artificial Intelligence and Generative Conversations: Contrasting Futures for Organizational Change?
To what extent are âgenerative AIâ (as a machine-based form of decision-making) and âgenerative dialogueâ (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
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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 ârelatively static reflectionsâ (i.e., they provide a history of organization theory) and ârelatively dynamic projectionsâ (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 âglobal brainâ and âorganization as mediaâ). 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)
Organization theory and military metaphor: time for a reappraisal?
A âconventionalâ use of military metaphor would use it to convey attributes such as hierarchical organization, vertical communication and limited autonomy. This is often used in contrast to a looser form of organization based on the metaphor of the network. However, this article argues that military practice is more complex, with examples of considerable autonomy within the constraints of central direction. It is suggested that not only might this be a more useful metaphor for many contemporary organizations, but also that simplistic uses of military metaphor divert our attention away from the functions that management hierarchies play. The discussion is embedded within a critical realist account of metaphor, arguing for both its value and the need for its further development
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Looking Back and Looking Forward: Some Reflections on Journal Developments and Trends in Organizational Change Discourse
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Reflections: OD or Not OD that is the Question! A Constructivist's Thoughts on the Changing Nature of Change
The landscape of organization development (OD) has changed significantly over the last several decades. This article provides a broad commentary on these changes. In particular, it offers a critique of 'current OD' in terms of the marginalization of materiality in discourse-based OD techniques and the neglect of problem-centred, diagnostic approaches in favour of solution-driven, emergent approaches. The future of OD is also explored in relation to the scope for meaningful 'bottom-up OD' (i.e. employee-instigated change) and 'outside-in OD' (i.e. involving a range of non-organizational stakeholders). © 2013 Taylor & Francis
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