Triggers and Damages of Organizational Defensive Routines

Engineering managers are managers who have an understanding of both the technical and business aspects of organizations. However, the success of an engineering manager depends on being knowledgeable in both the business and technical functions of an organization. There is a perception that engineers experience challenges in areas such as communication, conflict resolution, and leadership. Defensive routines are actions implemented as a result of being in an embarrassing or threatening situation. This research uses a case study approach to measure whether defensive routines are more common in engineering managers or non-engineering managers. 27 managers created case studies based on their unique experiences as managers. These case studies were scored and the results show that defensive routines are more common in engineering managers than non-engineering mangers.

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A Comparative Analysis of Defensive Routines and Theories-In-Use of Engineering and Non-Engineering Managers

International Journal of Management Excellence ◽

10.17722/ijme.v3i2.159 ◽

2014 ◽

Vol 3 (2) ◽

pp. 416

Author(s):

Elizabeth A. Cudney ◽

Tyria Riley

Keyword(s):

Comparative Analysis ◽

Engineering Managers ◽

Defensive Routines

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Leading change in health care: the challenge of anxiety

Leadership in Health Services ◽

10.1108/lhs-07-2021-0066 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

John Duncan Edmonstone

Keyword(s):

Health Care ◽

Health Care Professionals ◽

Design Methodology ◽

Leading Change ◽

Content Type ◽

Profound Impact ◽

Emotional Labour ◽

Key Factor ◽

Defensive Routines ◽

Practical Implications

Purpose The purpose of this paper is to identify the centrality of anxiety in health care, especially in the context of leading change. It identifies the importance of emotional labour for clinical professionals and the resultant development of defensive routines. The idea of containment is central to addressing anxiety. Design/methodology/approach The approach involves identification of anxiety as a key factor in leading change in health care, but one which is often ignored. Findings Anxiety is the elephant in the room vis-a-vis leading change in health care. To address the use of defensive routines, a range of activities can act as “containers” for anxiety and help with leading change. Practical implications To lead change in health care implies addressing the existence and importance of anxiety and the emotional labour which health-care professionals undertake. Originality/value The existence of anxiety and the profound impact it has on leading change in health care has typically been under-estimated or avoided. The paper aims to remedy this.

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