Anthony Giddens' Structuration Theory is one of a set of grand social theories that are capable of describing the very foundation of social systems: these include teams, organizations, and society as a whole. One of the key characteristics of Giddens's theory is the understanding of structure as duality: On the one hand, structures of social systems such as norms, symbols, and physical objects etc. enable social practices. On the other hand, these very structures are reproduced by agents and thus are also result of social practices. This understanding opens up a variety of new perspectives for managing organizations. In this blog post we have a look at some of those perspectives, such as Strategy as Practice, and derive key take-aways for managers and working professionals.
Today’s world is characterized as being VUCA - volatile, uncertain, complex and ambiguous. Because of this new and unpredictable environment, it is almost impossible to predict threats or opportunities - at the same time, the potential for disruption is very high. VUCA was a term originally coined in the late 1990 to describe a strategic leadership environment. This already hints at the hidden advantages of this seemingly out-of-reach environment. What is VUCA really about and how can organizations and leaders adapt to it? In the following blogpost, we will consider what VUCA can and cannot bring to the table, and give some tips about how to make VUCA work for you through strategic management.
The terms change agents, change champion or change catalyst have become an integral part of jargon in almost any type of organization. We provides practical tips on how to best utilize change agents, their benefits and limitations.
Field Configuring Events is a new concept from organizational science that provides valuable insights into how change happens on a micro-level. It emphasizes the role of change events such as meetings, projects, workshop and conferences play in driving change.
In your professional life you will most certainly face situations were only an organizational transformation can move you and your organization out of harm's way. New regulatory frameworks, disruptive innovations, financial crisis are some examples of events where gradual or incremental change reaches its limits. Learn how transformational change works in this CQ Dossier.
One of the most powerful tools to manage change is language. Depending on how you use it, language can enable, block or drive organizational change. While the role language plays in organizational change has not yet been fully recognized in the practical domain, the social sciences have started the so called linguistic turn years ago.
Psychological research has consistently demonstrated that one of the largest influences on employee performance, satisfaction, motivation, and collaboration ability is organizational culture (Belias & Koustelios, 2014). Organizations that are warm, interdependent, and dynamic are typically healthier, more thriving organizations. Conversely, organizations that are cool, judgmental, or alienated typically have negative workplace outcomes, low retention, and low employee satisfaction.
Dynamic, vibrant organizations must be receptive to making big, necessary changes. Whether it’s undergoing a shift in goals to meet the changing nature of the economy, or altering work processes to boost productivity and other outcomes, change is essential, but difficult.
How should you as a professional go about instituting new work processes or eradicating unproductive or bad habits in your organization, team or project? We provide you some of the latest, science-supported tips for breaking bad habits and behavior change.