Experiencing Rare and Unusual Events Richly: The Role of Middle Managers in Animating and Guiding Organizational Interpretation

Organizations have difficulty learning from rare and unusual events because of their inability to interpret these events. Because organizations develop habitual ways of interpreting events—often top down—they can easily miss the novelty of rare and unusual events, which prevents them from experiencing events “richly.” We propose a multilevel, multistaged model of organizational interpretation that highlights the important, but generally unacknowledged, role middle managers can play in helping organizations experience rare and unusual events richly. Our model accounts for the effect of cognitive biases and hierarchical context on organizational interpretation. Because of their proximity to the interpretations of both strategic and front-line managers, middle managers can encourage divergence in interpretations of managers across hierarchical levels during early stages of the interpretation process and can blend and synthesize the divergent interpretations of managers during later stages. In this way middle managers contribute to a dynamic process of organizational interpretation in which multiple filters from throughout the organization help frame and enrich interpretations of rare and unusual events, which enables organizational learning

The role of leadership in emergent, self-organization

As complex systems, organizations exist far from equilibrium where the ongoing interaction of system components leads to emergent and self-organizing behavior. What, then, is the role of leadership in systems where change often emerges in unexpected ways? In this paper, we build on the work of Marion and Uhl-Bien who suggest that in complex systems leaders enable rather than control the future. While traditional views of leadership focus on the leader’s responsibility for determining and directing the future through heavy reliance on control mechanisms, we offer empirical support for a different view of leadership based on a complexity perspective of organizations. Our findings show that as enablers, leaders disrupt existing patterns of behavior, encourage novelty, and make sense of emerging events for others. The results of our qualitative study include a set of research propositions as well as a discussion of the implications for managers and researchers

Radical Change Accidentally: The Emergence and Amplification of Small Change

A decision to offer breakfast to homeless people led to radical change in a church and its environment. Existing theories of change do not fully explain observations from our qualitative study; however, complexity theory constructs suggest how and why such change emerged. We offer four key findings. First, the radical change was unintended, emergent, and slow. Second, destabilizing conditions helped small changes to emerge and become radical. Third, subsequent actions amplified an initial small change and, though not intended to do so, promoted radical change. Finally, the dynamic interaction of amplifying actions, contextual conditions, and small changes led to continuous radical change

Radical Change Accidentally: The Emergence and Amplification of Small Change

A decision to offer breakfast to homeless people led to radical change in a church and its environment. Existing theories of change do not fully explain observations from our qualitative study; however, complexity theory constructs suggest how and why such change emerged. We offer four key findings. First, the radical change was unintended, emergent, and slow. Second, destabilizing conditions helped small changes to emerge and become radical. Third, subsequent actions amplified an initial small change and, though not intended to do so, promoted radical change. Finally, the dynamic interaction of amplifying actions, contextual conditions, and small changes led to continuous radical change

Participation in Decision Making as a Property of Complex Adaptive Systems: Developing and Testing a Measure

Objectives. To (1) describe participation in decision-making as a systems-level property of complex adaptive systems and (2) present empirical evidence of reliability and validity of a corresponding measure. Method. Study 1 was a mail survey of a single respondent (administrators or directors of nursing) in each of 197 nursing homes. Study 2 was a field study using random, proportionally stratified sampling procedure that included 195 organizations with 3,968 respondents. Analysis. In Study 1, we analyzed the data to reduce the number of scale items and establish initial reliability and validity. In Study 2, we strengthened the psychometric test using a large sample. Results. Results demonstrated validity and reliability of the participation in decision-making instrument (PDMI) while measuring participation of workers in two distinct job categories (RNs and CNAs). We established reliability at the organizational level aggregated items scores.We established validity of the multidimensional properties using convergent and discriminant validity and confirmatory factor analysis. Conclusions. Participation in decision making, when modeled as a systems level property of organization, has multiple dimensions and is more complex than is being traditionally measured. Managers can use this model to form decision teams that maximize the depth and breadth of expertise needed and to foster connection among them

Nurturing the spirit at work: Impact on work unit performance

Workplace spirituality is defined as a workplace that recognizes that employees have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community. This definition, based on three fundamental spiritual needs, has implications for how leaders can enhance work unit performance by nurturing the spirit at work. In an exploratory study of six work units in a large hospital system we used an instrument that measures workplace spirituality. The results led to propositions concerning the effect of work unit spirituality on work unit performance and the relationship between work unit spirituality and leadership. Among medical units within the same hospital system, work unit spirituality is greater in some than in others; work unit performance is associated with work unit spirituality; and work unit leaders likely have an impact on the degree to which work units acknowledge and encourage issues of the spirit

The leadership of emergence: A complex systems leadership theory of emergence at successive organizational levels

Complexity science reframes leadership by focusing on the dynamic interactions between all individuals, explaining how those interactions can, under certain conditions, produce emergent outcomes. We develop a Leadership of Emergence using this approach, through an analysis of three empirical studies which document emergence in distinct contexts. Each of these studies identifies the same four “conditions” for emergence: the presence of a Dis-equilibrium state, Amplifying actions, Recombination/“Self-organization”, and Stabilizing feedback. From these studies we also show how these conditions can be generated through nine specific behaviors which leaders can enact, including: Disrupt existing patterns through embracing uncertainty and creating controversy, Encourage novelty by allowing experiments and supporting collective action, Provide sensemaking and sensegiving through the artful use of language and symbols, and Stabilize the system by Integrating local constraints. Finally, we suggest ways for advancing a mes

The Gendering of Organizational Research Methods: Evidence of Gender Patterns in Qualitative Research [with commentaries and response]

Purpose — The purpose of this paper is to explore the role that gender plays in choice of research methods. Design/methodology/approach — The publication patterns of men and women in four prominent management journals over two decades were analyzed in three North American journals—Academy of Management Journal, Administrative Science Quarterly, and Organization Science—and one European journal—Journal of Management Studies. The authors coded the research methodology—qualitative or non-qualitative—and author gender for each article from 1986 through 2008, other than Organization Science which began in 1990. The authors also coded the stage of career for the journals whose author bios provided this level of detail and conducted chi-square tests of the gender authorship between qualitative and non-qualitative journals. Findings — It was observed that women are over-represented and men are under-represented in published qualitative studies as compared to non-qualitative authors. This trend remained steady across the study period. As well for each journal. this relationship was significant. Quantitative findings about trends in authorship of qualitative research were connected to three theoretical perspectives that help explain these findings—information processing theory, separate vs. connected ways of knowing, and social identity theory. Originality/value — Management scholars work in a profession that rarely speaks of itself in terms of gender. One may control for gender or explore gender implications in studies of organizational behavior. but gender is not spoken of as a factor that influences the tools used to study organizations. In this study. the authors use quantitative methods to address trends in gender and type of methodology in published papers across two decades and four academic journals. Commentaries by Fiona Wilson, University of Glasgow, Karen Locke, College of William and Mary, and Albert J. Mills, Saint Mary’s University, are included, as is also the authors\u27 response to the commentaries