469 resultados para Operational art (Military science)
Resumo:
The editors of Strategy as Practice, Johnson, Langley, Melin and Whittington, illustrate theoretical perspectives and alternative methodologies of 'strategy as practice' research by reflecting and commenting on selected 'classic' research papers such as Buergi, Jacobs and Roos' "From metaphor to practice in the crafting of strategy". Their paper explores how the link between the hand and the mind might be exploited in the making of strategy. Using Mintzberg's image of a potter, Buergi et al. develop a three-level theoretical schema, progressing from the physiological to the psychological to the social to trace the consequences of the hand-mind link. They discuss their model in view of an indicative case of managers from a large telecommunications firm experimenting with a process for strategy making in which they actively use their hands to construct representations of their organization and its environment.
Resumo:
The aim of this paper is investigate the role of conversation in strategic change so as to enhance both theory and practice in this respect. As an investigation on how conversations shape change processes in practice, we reflect on an interpretive case study in a health care organization. Through an OD project complemented by semi-structured interviews with participants, we gained a set of data and experiences that allows us to inquire into the relationship between conversations and change in more depth.
Resumo:
Les chercheurs s'efforcent d'élaborer une théorie de la création stratégique. Nous pensons que la difficulté pourrait être réduite en dotant ce domaine d'étude d'une notion d'intentionnalité qui nous permettrait de reconnaître l'émergence du changement. Nous présentons ici le jeu sérieux comme cadre descriptif pour les activités grâce auxquelles les conditions de la possibilité de l'émergence peuvent être créées intentionnellement. Dans ce sens, le but de ce chapitre est d'envisager la création stratégique comme une sorte de jeu sérieux.
Resumo:
Conversation is central to the process of organizational learning and change. Drawing on the notion of reflective conversation, we describe an action research project, "learning through listening" in Omega, a residential healthcare organization. In this project, service users, staff, members of management committees, trustees, managers, and central office staff participated in listening to each other and in working together towards building capacity for creating their own vision of how the organization could move into the future, according to its values and ethos. In doing so they developed ways of engaging in reflective conversation that enabled progress towards a strategic direction.
Resumo:
Most managers see strategy development as serious business. It is ironic, then, that some of the most remarkable strategic breakthroughs in organizations emerge not from well-ordered processes but from messy, ambiguous and sometimes irrational activities - pursuits that can best be described as play. Referring to research in the fields of developmental psychology and anthropology, the authors argue that play can stimulate the development of cognitive, interpretive skills and engender an emotional sense of fulfillment. It can help establish a safe environment for introducing new ideas about market opportunities, generating debate about important strategic issues, challenging old assumptions and building a sense of common purpose. The authors draw on their own experiences working with managers at the Imagination Lab Foundation and Templeton College, Oxford University, and they make sure to point out that play is no substitute for rational, conventional strategy development. Indeed, after the creative sessions are over, plenty of hard work remains to translate the ideas and insights into processes and actions.