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.
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.
Bold decisions that drastically change what is taken for granted have always been traits of leaders that attract and inspire people. The rise of social media and other means of online communication such as blogs, online communities and intranets allow leaders to spread bold ideas and big plans easier than ever before to their target audience and the wider public. On the one hand, this tremendous speed of communication is a powerful lever to mobilize people and initiate change on a level and magnitude never seen before. On the other hand, change is always accompanied with unintended consequences that backfire, if not handled properly.
Is it time to reorient your organization’s outlook? Are you company’s goals too short-term and reactive, rather than far-reaching and proactive? Does it feel as though people are always scrambling to deal with emergencies and “put out fires”, when ideally your organization would be taking carefully planned steps?
The great works of drama offer a wealth of lessons for business leaders. Shakespeare’s King Lear, for example, displays the dangers of a narcissistic, erratic leadership style. Moliere’s The Misanthrope warns against excessive, untactful honesty. This blog post focuses on Anton Chekhov’s The Cherry Orchard. Building on a previous post on social systems theory, I will look at Chekhov’s play through the lens of Niklas Luhmann’s theory of society. I will look particularly at forms of social differentiation and the obstacles to cognitive processing of social system change and its implications for business leaders.
Politics exist in all organizations but it is interesting to consider whether organizational politics can be a blessing or a curse. This blog post draws on scientific evidence to illustrate how politics can be effective for an organization through a) drawing on the political skills of the talent within the firm and b) implementing strategies that curtail ineffective organizational politics.
Field Configuring Events is a new concept from organizational science that provides valuable insights into how change takes place on a micro-level. It emphasizes the role events such as meetings, projects, workshop and conferences play in driving change.