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Presentation at the Kennedy Center Washington, DC Thursday, April 24, 2008

Overview of the Organization and Management Theory Framework Developed for the Organizational Diagnosis Phase of the Project on National Security Reform. Presentation at the Kennedy Center Washington, DC Thursday, April 24, 2008. Proposal.

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Presentation at the Kennedy Center Washington, DC Thursday, April 24, 2008

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  1. Overview of the Organization and Management Theory Framework Developed for the Organizational Diagnosis Phase of the Project on National Security Reform Presentation at the Kennedy Center Washington, DC Thursday, April 24, 2008

  2. Proposal • The Organizational Diagnosis Tradition at GWU’s Human and Organizational Learning Doctoral Programs (ELDP and “Downtown”) Can Help the U.S. National Security System • A Summer Doctoral Seminar/Dissertation Support Group Thursdays from 6:00-8:00 p.m. from April 24 to August 8 Can Help Advance the Project; Event Takes Place Aug. 10 in Anaheim • “Bank” Work that Can Apply to HOL 320: High Reliability Leadership, Organizations, and Strategies in Fall Semester

  3. Organizational Leadership Processes (Yukl, 2005) 1. “Great Man Leadership” Perspectives on Organizational Leadership Processes Charismatic, Visionary, Transformational (Weber, 1947) 2. “Bureaucratic Leadership” Perspectives on Organizational Leadership Processes Administrative, Managerial, Transactional (Selznick, 1957; Meindl, Ehrlich, and Dukerich 1985) 3. “Strategic Leadership” Perspectives on Organizational Leadership Processes Macrostrategic, Mesostrategic, Microstrategic (Boal & Hooijberg, 2001; Orton & Dhillon, 2007)

  4. Organizational Structure Processes(Perrow, 1979) 4. “First-order Control” Perspectives on Organizational Structure Processes Rational, Natural, Open Systems (Scott, 1981) 5. “Second-order Control” Perspectives on Organizational Structure Processes Machines, Organisms, Brains, Cultures, Psychic Prisons, Political Arenas, Instruments of Domination, Flux/Transformation (Morgan, 1997) 6. “Third-order Control” Perspectives on Organizational Structure Processes Economics, Technology, Power, Institutions, Learning, Cognition, Ecology, Evolution, Networks, Complexity (Baum, 2002)

  5. Organizational Culture Processes(Martin, 2002) 7. “Integration” Perspectives on Organizational Culture Processes Artifacts, Norms, Assumptions (Schein, 1985) 8. “Differentiation” Perspectives on Organizational Culture Processes Internal/External Subcultures, Horizontal Subcultures, Vertical Subcultures (Van Maanen, 1994) 9. “Fragmentation” Perspectives on Organizational Culture Processes Macrocultures, Mesocultures, Microcultures (Lamb, Orton, Tang, 2008)

  6. Organizational Stategy Processes(de Wit and Meyer, 2005) 10. “Business Strategy” Perspectives on Organizational Strategy Processes Cost Leadership, Product Differentiation (Porter, 1980) 11. “Corporate Strategy” Perspectives on Organizational Strategy Processes Mergers/Acquisitions, Vertical Integration, Diversification, Globalization (Goold & Campbell, 1995) 12. “Network Strategy” Perspectives on Organizational Strategy Processes Tacit Collusion, Strategic Alliances, Strategic Networks (Barney, 2002)

  7. Organizational Decision Processes(Allison, 1971; Huber, 1987) 13. “Rational Actor” Perspectives on Organizational Decision Processes Groupthink (Janis, 1971) 14. “Bureaucratic Politics” Perspectives on Organizational Decision Processes Calculated Rationality, Systemic Rationality (March, 1978) 15. “Complex Organizational Processes” Perspectives on Organizational Decision Processes Garbage Can Model of Decision-making (Cohen, March, & Olson, 1972)

  8. Organizational Learning Processes(Argyris, 1972) 16. “Single Loop Learning” Perspectives on Organizational Learning Processes Behaviors, Goals, System Structures (Argyris & Schon, 1976) 17. “Double Loop Learning” Perspectives on Organizational Learning Processes Explicit Knowledge, Tacit Knowledge (Nonaka & Takeuchi, 1985) • “Triple Loop Learning” Perspectives on Organizational Learning Processes Knowledge Destruction, Unlearning, Knowledge Creation (Spender & Grant, 1996)

  9. Organizational Sensemaking Processes (Weick, 1979) 19. “Retention” Perspectives on Organizational Sensemaking Processes Paradigms (Kuhn, 1970); Functional, Radical Structuralist/Interpretivist, Radical Humanist (Burrell & Morgan, 1978) • “Selection” Perspectives on Organizational Sensemaking Processes Ongoing Streams of Events, Bracketed Cues; Social, Identity, Retrospective; Plausible Stories, Enactive of Sensible Environments (Weick, 1995) 21. “Enactment” Perspectives on Organizational Sensemaking Processes Preoccupation with Potential Failures, Sensitivity to Operations, Reluctance to Simplify, Deference to Expertise, Commitment to Resilience (Weick & Sutcliffe, 2001)

  10. Organizational Change Processes (Van de Ven & Poole, 1995) 22. “Teleological” Perspectives on Organizational Change Processes Planned Organizational Change (Burke, 1981) 23. “Dialectical” Perspectives on Organizational Change Processes Resistance to Change; Ambivalence to Change (Piderit, 2000) 24. “Evolutionary” Perspectives on Organizational Change Processes Episodic Change, Continuous Change (Weick & Quinn, 1999)

  11. Next Steps • Need to Identify Doctoral Student Champions for Each of the Twenty-four Perspectives – pick a table that best fits your research interests for your dissertation. • Need Doctoral Student Champions to Rapidly Learn Wikispace Skills. • Need Doctoral Student Champions to Recruit Other Outside Experts for Anaheim Project

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