Index
Continuous Change and Communication in Knowledge Management
ISBN: 978-1-80117-034-5, eISBN: 978-1-80117-033-8
Publication date: 10 June 2021
This content is currently only available as a PDF
Citation
Johannessen, J.-A. (2021), "Index", Continuous Change and Communication in Knowledge Management, Emerald Publishing Limited, Leeds, pp. 139-142. https://doi.org/10.1108/978-1-80117-033-820211007
Publisher
:Emerald Publishing Limited
Copyright © 2021 Jon-Arild Johannessen
INDEX
Affect proposition
, 68
Algedonic signal
, 22
Ambidextrous organisation
, 6–9
Ambidextrous structure
, 7–8
Anchor effect
, 66–67, 70–71
Anchoring
, 65–67
Anti-change alliance
, 23, 25–26
Architectural practices
, 105
Aspect-seeing
, 131
Asplund’s motivation theory
, 123
Authority
, 27
Automatic thoughts
, 126
Availability
, 67–68, 71
cascades
, 67
proposition
, 67–68
Beck’s model for cognitive behavioural therapy
, 126
Behavioural experiments
, 126
Bias
, 63–64
Boudon–Coleman diagram
, 123, 133
Bureaucratic forces
, 23
Certainty effect
, 60–62, 69
Change
, 117
Co-creation
, 116–117
Cognitive dissonance
, 36
Cognitive model
, 126
Cohesive energy
, 124
Colleagues, choice of
, 27
Collective blindness
, 124
Communication (see also Knowledge)
of global change processes
, 105
global competence clusters
, 115–116
infostructure
, 110–113
modular flexibility
, 113–115
officer
, 5
Compensation-feedback
, 43
Competence
, 27 (see also Global competence)
analysis
, 93–94
development
, 117
in knowledge society
, 109
Competition
, 93
Conant-Ashby theorem
, 16
Concepts
, 131
Conceptual generalisation
, 124
Connectance
, 116
Constructs
, 124
Consultancies
, 105
Contextual level
, 35–36
Continuous development of skills
, 91–94
Continuous principle
, 40
Control cycle
, 45–47
Control signal
, 22
Control system
, 41
in strategic change leadership
, 42–45
Cooperation
, 93, 117
Creative businesses
, 9
Creative chaos
, 93
Creative collaboration
, 93
Creative destruction
, 93
Creative processes
, 108, 110
Crisis understanding
, 69
Critical success factors (CSFs)
, 38, 50–52
Day-to-day management
, 47
Decision-making
element
, 45, 47
system
, 21–22
under uncertainty
, 60–63, 69
Delphi method
, 18
Deviations
, 41
Dynamic hypothesis
, 128
Early warning system
, 18–19
Emergents
, 124, 131
Empirical generalisation
, 124
Empirical studies
, 38, 79
Employee experiments
, 125–127
Engineering firms
, 105
Entrepreneurial spirit
, 124–125
Erratic behaviour
, 70
Exceptional events
, 134
Expectation management
, 69
Explicit knowledge
, 88
Feedback
, 40, 43, 89–90
Feedforward
, 38, 89
Financial crisis of 2007–2008
, 67
Forward-looking control
, 44
Framing
, 63–65, 69–70
Front line
, 108, 110
Funfair management
, 4, 43
Global clusters of competence
, 110
Global competence
clusters
, 115–116
networks
, 91–93
Globalisation
, 107, 109
Goals
, 37–38, 44, 49
prioritising
, 50
Good life
, 80
Great Depression
, 67
Heuristic assessments
, 65–68, 70–71
Hidden knowledge
, 88
Hierarchical control
, 43
High-performance work system (HPWS)
, 78
Human resources (HR)
, 19–21
Hypotheses
, 131
Implicit knowledge
, 88
Indicators
, 48–50
Individual leaders
, 36
Industrial clusters
, 109
Information
analysis
, 88
systems
, 4–5
Infostructure
, 108, 110–113
Innovation
, 125
orientation
, 85–86
Innovative clusters
, 93
Interactive causal processes
, 130
Interactive planning
, 18
Interconnectedness
, 116
International leadership
, 92
Interruption-control
, 44–45
Isolation effect
, 62, 69
James G. Miller’s Living Systems Theory (1978)
, 4
Kaizen
, 87
Knowledge
, 125
economy
, 107, 109
enterprises
, 107
recognition for knowledge-sharing
, 86–88
society
, 106, 109
Knowledge workers
, 77, 106–108
assumptions concerning
, 79–81
continuous development of skills
, 91–94
historical context
, 79–81
importance
, 78
innovation orientation
, 85–86
practical leadership tools
, 82–83
primary task
, 81–82
productivity
, 110
productivity of
, 81
recognition for knowledge-sharing
, 86–88
result orientation
, 83–85
self-management and self-organisation
, 88–91
Knowledge-based organisation
, 105
function of leader in
, 106
Known future
, 18
Lateral control
, 43
Leaders
, 4
in knowledge-based organisation
, 106
LEAN methodology
, 37
Legitimacy
, 27
Lego blocks
, 96
Lego brick method
, 95–96
Lego principle
, 113
Locomotive effect
, 125
Log books
, 5
Loss aversion
, 62–63, 65
Management systems in strategic change leadership
, 38–42
Material resources and technology
, 129
Methodological collectivism
, 131
Methodological individualism
, 131
Middle manager function
, 16
Mini-theory
, 78
Mobility
, 92
Modern hospitals
, 105
Modular flexibility
, 110, 113–115
Modular understanding
, 95
Modularisation
, 96
of work processes
, 109
Negative feedback
, 40
Non-value-added activities (NVA activities)
, 82
North’s action theory
, 123, 128
Norwegian Labour and Welfare Organisation (NAV)
, 36
Optimists
, 63
Organisations
, 9, 39, 42
Participation principle
, 40
Pessimists
, 63
Post-control
, 44–45
Power
, 129
Practical choices
, 62
Presence
, 27
Primary task
, 81–82
Process-oriented forces
, 23
Pro-change alliance
, 23–24
Productivity
, 37
of knowledge workers
, 81
Prospect theory
, 59–63
framing aspect
, 64
principal assumptions
, 65
Psychological assessments
, 62
Psychological security
, 69
Punctuation
, 128
Radio
, 5
Re-framing
, 64
Realism
, 128
Recognition for knowledge-sharing
, 86–88
Reference point
, 61
Reflection effect
, 61–62, 69
Resistance to changes within organisations
, 59
decision-making under uncertainty
, 60–63
framing
, 63–65
rules of thumb
, 65–68
specific measures
, 69–71
Resources
, 26–27, 49
Result orientation
, 83–85
Risk
, 59
aversion
, 69
Rules of thumb
, 65–68
Russel Ackoff’s thinking about interactive planning and circular organisation
, 4
Scenario techniques
, 18
Self-control
, 43
Self-management
, 88–91
Self-organisation
, 88–91
Skills analysis
, 93–94
Slow fields of history
, 125
Social earthquakes
, 108
Social mechanism
, 128–129
Social sciences
, 134
Social systems
, 108, 129–130
Social worker
, 36
Stable core
, 4
Stafford Beer’s theory of viable systems
, 4, 9
coordinating system
, 13–16
decision-making system
, 21–22
eye to future
, 16–21
here-and-now leadership
, 16
operative level
, 10–13
quantitative and qualitative measures of process and output
, 12–13
Standards
, 48
Starvation
, 131
Strategic change leadership
, 4, 130
ambidextrous organisation
, 7–9
control systems in
, 42–45
management systems in
, 38–42
in Norwegian company
, 23–27
principles
, 5–6
Stafford Beer’s theory of viable systems
, 9–22
subsystems
, 6
theory
, 3
Strategic responsibility
, 88
Strength analysis
, 90–91
Structurally linked competence networks
, 115
Structure
, 130
Symbol
, 131
Symphony orchestras
, 105
System of propositions
, 78
Systemic approach
, 40
Systemic research strategy
, 133
Systemic thinking
, 130–131, 133
Tacit knowledge
, 88
Targets
, 40–41
effectiveness
, 12–13
Technological innovations
, 123
Telegraphist
, 5
Theory
, 131, 134
Trivial alliances
, 23
Type I change
, 133
Type II change
, 133–134
Type III change
, 134
Type IV change
, 134
Uncertainty
decision-making under
, 60–63, 69
Universities
, 105
Unknown future
, 18
Unsupported teams
, 8
Virtual global competence clusters
, 92
Walt Disney’s method
, 96
- Prelims
- Part I: Theoretical Basis
- 1: Communication and Strategic Change Leadership
- 2: Management, Control and Communication in Strategic Change Leadership
- Part II: Leadership Tools as Communication
- 3: How can we reduce resistance to changes within organisations?
- 4: Leadership tools to increase the motivation of knowledge workers
- 5: Communication of global change processes
- Chapter on Concepts
- Index