Managing the Hell Out of Organizational Trauma

2021 ◽  
pp. 89-119
Author(s):  
Kari A. O'Grady ◽  
J. Douglas Orton ◽  
Andrew Moffitt
Keyword(s):  
Leadership Skills ◽  
Executive Leadership ◽  
Vicious Cycle ◽  
Virtuous Cycle ◽  
Organizational Trauma

A vicarious 15-hike executive leadership resilience incubator in Mann Gulch, Montana, permits readers to upgrade their resilience leadership skills. Monday's hikes focus on sense-receiving, skills such as the leveraging of received national cosmologies, received community cosmologies, and received organizational cosmologies. Tuesday's hikes focus on sense-losing skills, moving from initial retentive sense-losing through a vicious cycle of selective sense-losing to the brutally honest audits of enactive sense-losing. Wednesday's hikes focus on sense-improvising skills by differentiating among temporality sense-improvising, identity sense-improvising, and social sense-improvising. Thursday's hikes focus on sense-remaking skills, moving from the enactive sense-remaking period through the virtuous cycle of selective sense-remaking to the retentive sense-remaking hinge between the catastrophe and the post-catastrophe. Friday's hikes focus on sense-transmitting skills, leveraging transmitted organizational cosmologies, transmitted community cosmologies, and transmitted national cosmologies. This chapter explores these five resilience leadership skills.

Introduction

2020 ◽  
pp. 3-10
Author(s):  
Stephen J. Swensen ◽  
Tait D. Shanafelt
Keyword(s):  
Health Care ◽  
Cognitive Dissonance ◽  
Moral Injury ◽  
Vicious Cycle ◽  
Quality Health Care ◽  
Quality Health ◽  
Meaning And Purpose ◽  
Virtuous Cycle ◽  
Medical Advances

Burned-out professionals are exhausted, jaded, demoralized, and isolated, and they have lost their sense of meaning and purpose. Frequently, these individuals are shamed and blamed by leaders who suggest they should sleep longer, meditate, and become more resilient even as they expect them to work harder, see more patients, embrace rapidly changing technology, stay abreast of new medical advances, and provide quality health care. We will show you how the current vicious cycle of cognitive dissonance, moral injury, and shame-and-blame can be transformed into a virtuous cycle: a cycle where one beneficial change in the health care workplace leads to another and, ultimately, to esprit de corps—a common spirit existing in members of a group that inspires enthusiasm, devotion, loyalty, camaraderie, engagement, and strong regard for the welfare of the team.

Time To Be Innovative, Hong Kong

2018 ◽  
Author(s):  
Marta K. Dowejko ◽  
Kevin Au ◽  
Yingzhao Xiao
Keyword(s):  
Hong Kong ◽  
Innovation Process ◽  
The Self ◽  
Time Orientation ◽  
Cultural Dimension ◽  
Vicious Cycle ◽  
Collective Behaviors ◽  
Cultural Explanation ◽  
Virtuous Cycle ◽  
Entrepreneurial Activities

Based on the general argument that culture plays a key role in linking creativity to innovation, this chapter provides a cultural explanation toward the innovation paradox in Hong Kong—high in creativity but low in innovation. Specifically, we explore how time orientation, as a less explored cultural dimension, could affect Hong Kong’s social norms and collective behaviors in translating creative potentials into viable innovations for business. Through an in-depth indigenous study on its entrepreneurial activities and ecosystem, we explicate the consequences of time orientation on the situation of crouching innovation in Hong Kong. This chapter concludes with suggestions to turn the vicious cycle of innovation into a virtuous cycle by igniting the self-propelling innovation process in the society.

scholarly journals A Historical-Institutionalist Analysis of the MV Sewol and MS Estonia Tragedies: Policy Lessons from Sweden for South Korea

2015 ◽  
Vol 30 (1) ◽  
pp. 35-71
Author(s):  
Dostal Jorg Michael Dostal ◽  
Kim Hyun Jin ◽  
Ringstad Albin
Keyword(s):  
South Korea ◽  
Vicious Cycle ◽  
Safety Measures ◽  
Policy Makers ◽  
South Korean ◽  
Policy Debates ◽  
Management Procedures ◽  
Virtuous Cycle ◽  
Focusing Event

On April 16, 2014, the South Korean ship MV Sewol sank, claiming the lives of 304 passengers. The accident appeared to observers to be a manmade disaster, since all the passengers could have been rescued if adequate safety measures and disaster management procedures had been in place. The Sewol sinking has subsequently turned into a focusing event in terms of safety policy debates in South Korea. On September 28, 1994, the Swedish ship MS Estonia sank, claiming the lives of 852 people. This earlier tragedy was also a focusing event in the context of Swedish debates about safety policies. In this article, South Korean and Swedish safety policies are analyzed from a historical-institutionalist perspective. While Swedish disaster prevention systems have generally performed well in a virtuous cycle, those of South Korea have performed poorly in a vicious cycle. The article highlights how South Korean policy makers might use Swedish policies, developed in response to the 1994 MS Estonia accident, to improve their safety policies. In addition, we suggest that long-term policies focusing on comprehensive social welfare and the pooling of risks are required to restore citizens' trust in government and to transform South Korea from a low safety into a high safety society.

scholarly journals Inequality and Corruption

2021 ◽  
pp. 336-358
Author(s):  
Jong-sung You
Keyword(s):  
Social Trust ◽  
Democratic Accountability ◽  
Vicious Cycle ◽  
Electoral Process ◽  
Implementation Processes ◽  
The Poor ◽  
Policymaking And Implementation ◽  
Virtuous Cycle ◽  
Primary Problem

Corruption is a primary problem for the quality of government. Since most corrupt exchanges favor the wealthy and the powerful rather than the poor and the powerless, corruption tends to reinforce and widen existing inequalities of wealth and power. Higher inequalities in income and wealth may lead to higher levels of corruption by undermining democratic accountability mechanisms. The wealthy elite may capture policymaking and implementation processes and corrupt electoral process through sponsoring clientelistic politics. Also, high inequality is likely to affect norms and perceptions about corruption, eroding social trust and encouraging corruption. The reciprocal causality may create a vicious cycle of high corruption and high inequality as well as a virtuous cycle of low corruption and low inequality, especially in democracies.

scholarly journals How to Avoid Pigeonholing the Environmental Manager ?

2018 ◽  
Author(s):  
Julien Boucher ◽  
Clotilde Jenny ◽  
Zara Plummer ◽  
Gerhard Schneider
Keyword(s):  
Environmental Management ◽  
Environmental Performance ◽  
Proper Efficiency ◽  
Environmental Action ◽  
Vicious Cycle ◽  
Human Motivation ◽  
Action Model ◽  
Virtuous Cycle ◽  
Sustainability Policy

The research investigates the role the environmental manager plays to ensure a successful (or not) implementation of environmental performance within an organization. It is based on interviews of 5-7 actors per company within a sample of 7 companies (42 interviews). We build upon bias of perception of the various actors interviewed within each company to define 4 paradoxes related to the roles and mission of the environmental manager that hinder proper efficiency of environmental management at company level. Paradox 1 is that no one takes ownership of environmental performance within the organization. Paradox 2 is that the environmental manager is in an awkward situation vis-à-vis his boss. Paradox 3 is that the role of the environmental manager is ambiguous vis-à-vis employees. Paradox 4 is that corporate and product approaches are decoupled. We suggest that these paradoxes interact and form a vicious cycle that may in part be responsible for the environmental decoupling phenomenon – the fact that companies often adopt a sustainability policy symbolically without implementing it substantively. Our research suggests that, by leveraging the leadership of the environmental manager through organizational and motivational measures, the vicious cycle can be transformed into a virtuous cycle and the human motivation can become a driver for green change within corporations. We proposed the SEA (Shaping Environmental Action) model based of 4 pillars: information, motivation, organization and strategy.

From Vicious to Virtuous Paradox Dynamics: The Social-symbolic Work of Supporting Actors

2020 ◽  
pp. 017084062090720 ◽  
Author(s):  
Camille Pradies ◽  
Andrea Tunarosa ◽  
Marianne W. Lewis ◽  
Julie Courtois
Keyword(s):  
Action Research ◽  
Research Study ◽  
The Other ◽  
Multinational Company ◽  
Vicious Cycle ◽  
The Social ◽  
Action Research Study ◽  
Virtuous Cycle ◽  
Collaborative Methodology

The dynamics of paradox can be vicious and virtuous. Facing competing yet interrelated demands, organizational actors may find themselves paralyzed by tensions, embroiled in a vicious cycle, or energized by and thriving amid the friction in a virtuous cycle. While studies offer insights into each type, little is known about how actors move from one to the other. Through an action research study at a multinational company, we investigate shifting paradox dynamics. Our model depicts how organizational actors transition from vicious to virtuous cycle, moving through a cycle break and a cycle reversal. Our collaborative methodology sheds light on how supporting actors can shape the social and symbolic dimensions influencing focal actors’ capacity to shift their patterned responses to paradoxical tensions. Supporting actors, positioned as insiders to the organization but outsiders to the paradox, enable this shift by breaking dysfunctional dynamics, facilitating new responses, and embedding virtuous dynamics in the organization.

scholarly journals How to Avoid Pigeonholing the Environmental Manager?

2018 ◽  
Vol 10 (7) ◽  
pp. 2538 ◽  
Author(s):  
Julien Boucher ◽  
Clotilde Jenny ◽  
Zara Plummer ◽  
Gerhard Schneider
Keyword(s):  
Environmental Management ◽  
Environmental Performance ◽  
Proper Efficiency ◽  
Environmental Action ◽  
Vicious Cycle ◽  
Human Motivation ◽  
Action Model ◽  
Virtuous Cycle ◽  
Sustainability Policy

The research investigates the role the environmental manager plays to ensure a successful (or not) implementation of environmental performance within an organization. It is based on interviews of 5–7 actors per company within a sample of 7 companies (42 interviews). We build upon bias of perception of the various actors interviewed within each company to define 4 paradoxes related to the roles and mission of the environmental manager that hinder proper efficiency of environmental management at company level. Paradox 1 is that no one takes ownership of environmental performance within the organization. Paradox 2 is that the environmental manager is in an awkward situation vis-à-vis his boss. Paradox 3 is that the role of the environmental manager in relation to employees is ambiguous. Paradox 4 is that corporate and product approaches are decoupled. We suggest that these paradoxes interact and form a vicious cycle that may, in part, be responsible for the environmental decoupling phenomenon—companies often adopt a sustainability policy symbolically without implementing it substantively. Our research suggests that, by leveraging the leadership of the environmental manager through organizational and motivational measures, the vicious cycle can be transformed into a virtuous cycle and the human motivation can become a driver for green change within corporations. We proposed the SEA (Shaping Environmental Action) model based of 4 pillars: information, motivation, organization, and strategy.

Leadership skills essential in the value-based care era

2020 ◽  
Vol 33 (3) ◽  
pp. 307-323
Author(s):  
Tatiana Cornell
Keyword(s):  
Care Delivery ◽  
Research Question ◽  
Leadership Skills ◽  
Executive Leadership ◽  
Substantive Theory ◽  
Content Type ◽  
Exploratory Case Study ◽  
The Usa ◽  
Value Based Care

Purpose The purpose of this paper is to identify the primary executive leadership skills required to promote the effectiveness of Medicare Shared Savings Program Accountable Care Organizations (MSSP ACOs) and to create a new substantive theory describing these skills. The author identifies that MSSP ACO is a relatively new value-based care delivery (VBCD) structure in the USA that links clinicians’ compensation to their clinical outcomes. The research question concerns what primary executive leadership skills are essential in the VBCD era. Design/methodology/approach This single, embedded, exploratory case study is based on interviews, a focus group discussion and archival record data of MSSP ACO executives in the Northeast, Midwest, South and West of the USA. Findings The findings represented seven major categories or the primary executive leadership skills required to succeed in the VBCD environment. Each category or skill included five subcategories or concepts supporting the leadership skills essential for reaching VBCD goals. The categories and subcategories gave rise to a new substantive theory – the Accountable Healthcare Leadership Theory of Five Ps: promoting partnership between providers, patients and payers. Research limitations/implications The empirical generalizability of the results was limited by its essence as a single, embedded, exploratory case study of 18 MSSP ACO executives in 4 regions of the USA. The strength of this study, however, lies in its potential for making analytic generalizations for identifying theoretically meaningful leadership skills essential for success in the VBCD era. Originality/value The author has developed and validated a new theory describing the primary executive leadership skills required to succeed in the VBCD environment.

scholarly journals Programming, metabolic syndrome, and NAFLD: The challenge of transforming a vicious cycle into a virtuous cycle

2010 ◽  
Vol 52 (6) ◽  
pp. 788-790 ◽  
Author(s):  
Valerio Nobili ◽  
Stefano Cianfarani ◽  
Carlo Agostoni
Keyword(s):  
Metabolic Syndrome ◽  
Vicious Cycle ◽  
Virtuous Cycle
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