Putting context into organizational intervention design:Using tailored questionnaires to measure initiatives for worker well-being

Realistic evaluation emphasizes the importance of exploring the mechanisms through which organizational interventions are effected. A well-known mechanism in organizational interventions is the screening process. Standardized questionnaires, in popular use, neither consider individuals’ appraisals of working conditions nor the specific context of the workplace. Screening with items tailored to intervention contexts may overcome the limitations of standardized questionnaires. In the present study, we evaluate an approach to develop a tailored questionnaire to measure employees’ appraisals of their specific working conditions. First, we interviewed 56 employees and 17 managers and, later, developed tailored items focused on the working conditions in a postal service. In follow-up interviews, we explore participants’ experiences with the tailored questionnaire, including the development of initiatives, compared to their previous experiences with the company´s annual attitude survey that used standardized scales. Results indicated that participants felt the tailored questionnaire highlighted issues that had previously been ignored, that initiatives were easier to develop due to its specificity, and that the feedback strategy was useful in prioritizing questionnaires. Overall, it can be concluded that tailored questionnaires may be appropriate for use in organizational intervention research and more broadly that evaluations of organizational interventions need to be contextually grounded

Organizing to counter terrorism: sensemaking amidst dynamic complexity

publication-status: Acceptedtypes: ArticlePre-print draft (version 1). ‘The final, definitive version of this paper has been published in Human Relations September 2013 66(9): 1201–1223, by SAGE Publications Ltd, All rights reserved. © [The Author]Organizations increasingly find themselves contending with circumstances that are suffused with dynamic complexity. So how do they make sense of and contend with this? Using a sensemaking approach, our empirical case analysis of the shooting of Mr Jean Charles de Menezes shows how sensemaking is tested under such conditions. Through elaborating the relationship between the concepts of frames and cues, we find that the introduction of a new organizational routine to anticipate action in changing circumstances leads to discrepant sensemaking. This reveals how novel routines do not necessarily replace extant ones but instead, overlay each other and give rise to novel, dissonant identities which in turn can lead to an increase in equivocality rather than a reduction. This has important implications for sensemaking and organizing amidst unprecedented circumstances

It Could Not Be Seen Because It Could Not Be Believed on June 30, 2013

Nineteen Prescott Fire Department, Granite Mountain Hot Shot (GMHS) wildland firefighters (WF) perished in Arizona in June 2013 Yarnell Hill Fire, an inexplicable wildland fire disaster. In complex wildland fires, sudden, dynamic changes in human factors and fire conditions can occur, thus mistakes can be unfortunately fatal. Individual and organizational faults regarding the predictable, puzzling, human failures that will result in future WF deaths are addressed. The GMHS were individually, then collectively fixated with abandoning their Safety Zone to reengage, committing themselves at the worst possible time, to relocate to another Safety Zone - a form of collective tunnel vision. Our goal is to provoke meaningful discussion toward improved wildland firefighter safety with practical solutions derived from a long-established wildland firefighter expertise/performance in a fatality-prone profession. Wildfire fatalities are unavoidable, hence these proposals, applied to ongoing training, can significantly contribute to other well-thought-out and validated measures to reduce them

The liminality of trajectory shifts in institutional entrepreneurship

In this paper, we develop a process model of trajectory shifts in institutional entrepreneurship. We focus on the liminal periods experienced by institutional entrepreneurs when they, unlike the rest of the organization, recognize limits in the present and seek to shift a familiar past into an unfamiliar and uncertain future. Such periods involve a situation where the new possible future, not yet fully formed, exists side-by-side with established innovation trajectories. Trajectory shifts are moments of truth for institutional entrepreneurs, but little is known about the underlying mechanisms of how entrepreneurs reflectively deal with liminality to conceive and bring forth new innovation trajectories. Our in-depth case study research at CarCorp traces three such mechanisms (reflective dissension, imaginative projection, and eliminatory exploration) and builds the basis for understanding the liminality of trajectory shifts. The paper offers theoretical implications for the institutional entrepreneurship literature

From venture idea to venture formation:The role of sensemaking, sensegiving and sense receiving

This article explores the sensemaking processes entrepreneurs use when transitioning between venture ideas and venture formation. Adopting a sensemaking/sensegiving approach and utilising an interpretivist methodology, we use sensemaking to analyse the entrepreneurial journey of four diverse entrepreneurs. In so doing, we make three contributions: first, we locate the early stages of the entrepreneurial context as a primary site where sensemaking occurs as entrepreneurs deal with the differences between expectations and reality. Second, we show how sensemaking occurs when entrepreneurs build a causal map of the problem they wish to address and how social exchanges are crucial as entrepreneurs then refine that idea with other sensegivers. Finally, we extend scholarly understanding through explaining the ways in which sensemaking, sensegiving and sense receiving contribute to the entrepreneurs' decision to act and create a new venture

Safety Climate in Organizations

Safety climate is a collective construct derived from individuals' shared perceptions of the various ways that safety is valued in the workplace. Research over the past 35 years shows that safety climate is an important predictor of safety behavior and safety outcomes such as accidents and injury. We first review the conceptual foundations of safety climate and explore how the construct can be applied to different levels of analysis. We then review ways that safety climate influences individual processes of sense making, motivation, and work behavior. Next, we explore the impact of safety climate on organization-level outcomes related to both safety and productivity. We conclude with suggestions for future research and practice to support the overall safety of people and organizations

Reflexive practice and the making of elite business careers

Post-print version. Final version published by Sage; available online at http://mlq.sagepub.com/This paper develops a new perspective on reflexive practice in the making of elite business careers. It builds upon Bourdieu’s practice framework to examine how business leaders from elite and non-elite backgrounds develop and practice reflexivity in their everyday lives. The paper draws upon in-depth life-history interviews with members of the British business elite. Elites exhibited five types of reflexive behaviour, from which two modes of reflexive practice were derived: an accumulative mode, through which business leaders reflexively accumulate capital, positions and perspectives; and a re-constructive mode, through which they re-constitute the self in response to contingences, contexts and insights gathered. Our analysis suggests a link between reflexivity and career advancement, particularly in the case of non-privileged elites. Their greater experience of navigating the social landscape may facilitate perspective-taking, enhancing multipositionality, enabling such individuals to seize opportunities previously unthinkable

Intersubjective Identity Work and Sensemaking of Adult Learners on a Postgraduate Coaching Course: Finding the Balance in a World of Dynamic Complexity

This article explores how we make sense of identity in situations of dynamic complexity. It contributes to debates on how dynamic complexity, conceived as periods of heightened uncertainty, disrupts the balance between acting and thinking that is constitutive of sensemaking. The article follows narratives of adult learners (including the first author) aspiring to become academically trained coaches within an emerging industry. We examine dynamic complexity in terms of individuals relating to multiple contexts (e.g. biographical, learning and industry) arguing that each of these creates varying degrees of complexity as individuals relate to a multitude of others within them. We show that heightened uncertainty resulting from such complexity makes greater demands on identity work. This involves both failure (more persistent intransigence of identity) and success (transience of identity). We suggest a mediating role for relationality and reflexivity in making sense of identity as they offer a balance between acting and thinking. By exploring professional identity work of the first author in relation to the participants we explicate the intersubjective nature of identity work and sensemaking. The contribution we make is to theorize identity work as intersubjectively conducted

Making sense of evidence in management decisions: the role of research-based knowledge on innovation adoption and implementation in healthcare. study protocol

<p>Abstract</p> <p>Background</p> <p>We know that patient care can be improved by implementing evidence-based innovations and applying research findings linked to good practice. Successfully implementing innovations in complex organisations, such as the UK's National Health Service (NHS), is often challenging as multiple contextual dynamics mediate the process. Research studies have explored the challenges of introducing innovations into healthcare settings and have contributed to a better understanding of why potentially useful innovations are not always implemented in practice, even if backed by strong evidence. Mediating factors include health policy and health system influences, organisational factors, and individual and professional attitudes, including decision makers' perceptions of innovation evidence. There has been limited research on how different forms of evidence are accessed and utilised by organisational decision makers during innovation adoption. We also know little about how diverse healthcare professionals (clinicians, administrators) make sense of evidence and how this collective sensemaking mediates the uptake of innovations.</p> <p>Methods</p> <p>The study will involve nine comparative case study sites of acute care organisations grouped into three regional clusters across England. Each of the purposefully selected sites represents a variety of trust types and organisational contexts. We will use qualitative methods, in-depth interviews, observation of key meetings, and systematic analysis of relevant secondary data to understand the rationale and challenges involved in sourcing and utilising innovation evidence in the empirical setting of infection prevention and control. We will use theories of innovation adoption and sensemaking in organisations to interpret the data. The research will provide lessons for the uptake and continuous use of innovations in the English and international health systems.</p> <p>Discussion</p> <p>Unlike most innovation studies, which involve single-level analysis, our study will explore the innovation-adoption process at multiple embedded levels: micro (individual), meso (organisational), and macro (interorganisational). By comparing and contrasting across the nine sites, each with different organisational contexts, local networks, leadership styles, and different innovations considered for adoption, the findings of the study will have wide relevance. The research will produce actionable findings responding to the political and economic need for healthcare organisations to be innovation-ready.</p