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Sense-making

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Richard Veryard
Richard Veryard
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Sense-Making The need for interpretation Perspectives Techniques Analysing organizations
Core Notions ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Organizations Function ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Organization Dysfunction ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Organization Ideal versus Reality ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Source: Howard Schwartz, Narcissistic Process and Organization Decay
Different styles for different times ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Different styles for different situations ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Perceived Cuts and Divisions ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Self-Balancing System? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Manager Engineer Under Engineering Over Engineering
Images of Organization ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Source: Gareth Morgan, Images of Organization
Story types ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Uncertainty & Causal Mechanisms ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Totem and Taboo ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Relationship between Individual & Organization Source: Morgan Regards unequal distribution of power as key feature. Regards power as a crucial variable. Largely ignores the role of power in organizational life. Power Regards conflict as inevitable, leading ultimately to structural change. Regards conflict as permanent feature of organizations. Regards conflict as a rare and transient phenomenon. Conflict Places emphasis on opposition. Places emphasis on the diversity of individual and group interests. Places emphasis on the achievement of common objectives. Interests Radical Pluralist Unitary
Each organization exists in four different ways. Formal Organization Perceived Organization Effective Organization Ideal Organization What the orgchart and procedure manual says. What the participants think. What is “really” going on. What “ought” to be happening. Planning Observation & Audit Interviews & Workshops Espoused Theory Theory in Use Learning
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Four Organizations of Lord Brown Effective Organization Perceived Organization Ideal Organization Formal Organization Espoused Theory Theory in Use learning planning interviews & workshops observation & audit
Social reality ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Learning ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Co-operative Enquiry ,[object Object],[object Object],[object Object],[object Object],[object Object],Propositional Presentational Experiential Practical
Observer Position ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Questions to ponder ,[object Object],[object Object],[object Object]
Discussion ,[object Object],[object Object]
Reading ,[object Object],[object Object],[object Object],[object Object],[object Object]
We taught this course at City University, London, between 2002 and 2005 ,[object Object],[object Object],[object Object],Aidan Ward Antelope Projects Richard Veryard Veryard Projects BLOG WIKI SLIDES

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Sense-making

  • 1. Sense-Making The need for interpretation Perspectives Techniques Analysing organizations
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  • 14. Relationship between Individual & Organization Source: Morgan Regards unequal distribution of power as key feature. Regards power as a crucial variable. Largely ignores the role of power in organizational life. Power Regards conflict as inevitable, leading ultimately to structural change. Regards conflict as permanent feature of organizations. Regards conflict as a rare and transient phenomenon. Conflict Places emphasis on opposition. Places emphasis on the diversity of individual and group interests. Places emphasis on the achievement of common objectives. Interests Radical Pluralist Unitary
  • 15. Each organization exists in four different ways. Formal Organization Perceived Organization Effective Organization Ideal Organization What the orgchart and procedure manual says. What the participants think. What is “really” going on. What “ought” to be happening. Planning Observation & Audit Interviews & Workshops Espoused Theory Theory in Use Learning
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