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Article
Publication date: 6 July 2010

C. Otto Scharmer and Katrin Kaeufer

The paper asks how leaders in organizations address complex situations or challenges where past experiences are no longer helpful or might pose an obstacle for success. The

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Abstract

Purpose

The paper asks how leaders in organizations address complex situations or challenges where past experiences are no longer helpful or might pose an obstacle for success. The authors use the metaphor of the blank canvas to describe the work of entrepreneurs or innovators who connect to an emerging future possibility. Based on their research, the authors argue that social technologies allow actors in organizations to connect to an emerging future, and break through habitual patterns of the past.

Design/methodology/approach

Underlying this paper, are action research projects in change management and organizational learning. While social science methods tend to be based on observational data, the founder of action research, Kurt Lewin, and his successors, including Ed Schein, Chris Argyris, Peter Senge, and Bill Torbert, claim that we have to use more than just observation (third‐person views) to get meaningful data about social reality. According to Bill Torbert organizational researchers need to access third‐, second‐, and first‐person knowledge – that is, observational data (third person), conversational data (second person) and experiential data (first person) that stem from participative action inquiry.

Findings

The paper concludes that organizational innovation and change processes cannot be outsourced. Profound innovation and change are only sustainable and successful when connected to the knowledge of the individuals involved, and when created by the people who will use them and be responsible for the results they produce.

Originality/value

Any social action can originate from different inner places; every actor, an individual or a group, even an organization, can choose between different places from where their action originate. How we choose to attend to the world is the leverage we have to determine the outcome of our actions. The arts provide processes that allow actors in organizations to access this quality of knowledge and leverage it.

Details

Journal of Business Strategy, vol. 31 no. 4
Type: Research Article
ISSN: 0275-6668

Keywords

Available. Content available
Book part
Publication date: 24 February 2021

Erik Lemcke

Free Access. Free Access

Abstract

Details

Social Ecology in Holistic Leadership
Type: Book
ISBN: 978-1-80043-841-5

Abstract

Details

Creative Social Change
Type: Book
ISBN: 978-1-78635-146-3

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Case study
Publication date: 10 September 2015

Susan D. Sampson, Bonita Lynn Betters-Reed and Tessa Misiaszek

During the downturn in the economy, EILEEN FISHER Inc., which had been experiencing significant growth in the years leading up to 2008, had to take some widespread organizational…

Abstract

Synopsis

During the downturn in the economy, EILEEN FISHER Inc., which had been experiencing significant growth in the years leading up to 2008, had to take some widespread organizational strategic action or potentially lose $11 million. Eileen Fisher and the Facilitating Leadership Team (FLT) met to reflect on the actions that were taken in the last 18 months in order to reshape their organization. From the beginning, the FLT had been transparent with the 800 employees in the organization, informing them that they were facing serious losses. They shared not only identified issues, but their deep faith in the EILEEN FISHER collaborative culture a faith that was reflected in their first step to planning. Turning to the employees, they had asked, What should we do? Teams throughout the company figured out new ways of working and recaptured EILEEN FISHER's profit. Reflecting on the reshaping of EILEEN FISHER and the many actions taken, the FLT team wondered if the creation of the new normal was sound and sustainable for the future. Students must evaluate the effectiveness of EILEEN FISHER's leadership system and determine whether the company can survive the economic downturn while remaining true to the company's core values.

Research methodology

The case is a field-research case and was funded as part of a sabbatical to study leadership at EILEEN FISHER Inc. The primary goal of the long-term project was to research and write cases on socially minded women leaders through an inclusive conceptual lens. Extensive planning with the Chief Culture Officer at EILEEN FISHER resulted in an 18-month deep dive with over 40 in-depth interviews, extensive observation of many different teams and meetings particularly the monthly Leadership Forums, thorough review of internal communications as well as review of other secondary research.

Relevant courses and levels

This case was written for advanced undergraduate or graduate organizational management, retail management and strategic change students. The case is best taught later in the course where students are asked to connect various leadership or strategic change theories with organizations and outcomes. The theoretical readings are more suited for advanced leadership students and are a springboard for in-depth analysis and further assignments. The case demonstrates the power of a values-based organization and how this values-based leadership style can be used to reshape an organization. This case can also be used for a retail management course to look at a values-based organization in the retailing industry. Most retailers in the industry have traditional hierarchical organizations; this case shows that there are alternative business models and newer leadership frameworks that explain EILEEN FISHER's management. Retailers are also impacted by every downturn in the economy and challenge to consumer confidence. This case shows how a retail organization can reshape itself with a new value proposition as a result of a downturn in the economy. It also demonstrates how employees can take action and redefine an organization.

Details

The CASE Journal, vol. 11 no. 3
Type: Case Study
ISSN: 1544-9106

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Article
Publication date: 16 March 2022

Damian Ruth

The purpose of this paper is to offer an appraisal of the craft metaphor in management with particular reference to authority, resistance, care and the interior landscape of the…

438

Abstract

Purpose

The purpose of this paper is to offer an appraisal of the craft metaphor in management with particular reference to authority, resistance, care and the interior landscape of the manager/crafter.

Design/method/approach

This is a conceptual essay that draws on an autoethnography.

Findings

Respect for the limits of managerial and bureaucratic authority and an appreciation of the manager/crafter's interior landscape are crucial aspects of effective craft and management practice. Insights into the practice of craft may enhance understanding of how both craft and management are a potent brew of politics, power, people, history, reason, faith and authority and just how crucial the interior landscape of the manager/crafter is.

Originality/value

This article offers a focus on an inadequately examined aspect of management/craft – the interior landscape of the manager – that is informed by an auto-ethnography and suggests a case for conceptualizing management as craft, with implications for management development.

Details

Journal of Management Development, vol. 41 no. 1
Type: Research Article
ISSN: 0262-1711

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Article
Publication date: 1 June 2001

Claus Otto Scharmer

The paper introduces the concept of not‐yet‐embodied or self‐transcending knowledge. The concept of self‐transcending knowledge proposes a distinction between two types of tacit…

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Abstract

The paper introduces the concept of not‐yet‐embodied or self‐transcending knowledge. The concept of self‐transcending knowledge proposes a distinction between two types of tacit knowledge: tacit‐embodied knowledge on the one hand and not‐yet‐embodied knowledge on the other hand. The distinction is relevant because each of the three forms of knowledge – explicit, tacit‐embodied, and self‐transcending – is based on different epistemological assumptions and requires a different type of knowledge environment and learning infrastructure. Moreover, the differentiation among markets with decreasing, steady, and increasing returns suggests that, in order to successfully compete for increasing return markets, leaders need a new type of knowledge that allows them to sense, tune into and actualize emerging business opportunities – that is, to tap into the sources of not‐yet‐embodied knowledge.

Details

Journal of Knowledge Management, vol. 5 no. 2
Type: Research Article
ISSN: 1367-3270

Keywords

Available. Open Access. Open Access
Article
Publication date: 2 July 2021

Felix Westermann, Linda Doll, Maren Duprés, Sofia Späth and Petra Monika Schweizer-Ries

How can social presence, participation and a sense of community be formed in an online setting without compromising on social connectedness through physical distancing? Under…

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Abstract

Purpose

How can social presence, participation and a sense of community be formed in an online setting without compromising on social connectedness through physical distancing? Under consideration of the goals for an Education for Sustainable Development, transformative science and the social techniques of Theory U, developed by Otto Scharmer (2016), an online Community of Inquiry of researchers, practitioners and learners was to be developed, followed and observed to discuss the question whether and how it was possible to create an awareness-based, future-oriented and socially committed online community that would enrich social transformation processes.

Design/methodology/approach

Methods of 1st, 2nd and 3rd person research were applied, as well as group discussions, one Mentimeter survey and one standardised questionnaire with an open question.

Findings

Results indicate that it is not only possible to create a feeling of community in an online setting, but also point to the terms and conditions which act as enablers and influencers, like seeing each other face-to-face, collective check-ins and check-outs as well as small group break-out sessions. Video conferencing and the practicing of rules of conduct and communication, also referred to as netiquette, enable a transcendence of the physical distance to reach a feeling of belonging and social presence in the perception of the participants.

Originality/value

In line with global sustainable development, the study also sets an example for how to reduce personal emissions when planning an international conference. Also, it shows how to create online spaces to connect people worldwide, which will support to take over responsibilities as world citizens.

Available. Content available
Book part
Publication date: 24 February 2021

Erik Lemcke

Free Access. Free Access

Abstract

Details

Social Ecology in Holistic Leadership
Type: Book
ISBN: 978-1-80043-841-5

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Book part
Publication date: 29 September 2021

Randal Joy Thompson

Abstract

Details

Reimagining Leadership on the Commons: Shifting the Paradigm for a More Ethical, Equitable, and Just World
Type: Book
ISBN: 978-1-83909-524-5

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Book part
Publication date: 21 November 2022

Barbara Bassa

This chapter presents a unique perspective on opportunities that the Covid pandemic has created for the sector. Drawing on extensive, professional experience of working with…

Abstract

This chapter presents a unique perspective on opportunities that the Covid pandemic has created for the sector. Drawing on extensive, professional experience of working with leaders in the higher education sector, a more holistic perspective is offered in relation to organisational development; transforming university cultures into more inclusive, collaborative and evolutionary environments. Three key leadership skills needed for the post-pandemic world are outlined: presencing, taking courageous actions and transmuting the ego in the service for others. System thinking, leaderful and holistic development models are used to consider the practical implications of leading the new.

Details

International Perspectives on Leadership in Higher Education
Type: Book
ISBN: 978-1-80262-305-5

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