Fostering organizational change through deliberations: the deliberative jury in a university setting

Lindell, Juha

doi:10.1080/13583883.2013.858179

Cited by 4 publications

(9 citation statements)

References 34 publications

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“…The survey included a list of questions about the participants' backgrounds, 22 multiple-choice questions and seven open questions, where the respondents could answer in more detail in their own words. The questions followed a survey instrument used in previous studies and cover the core factors of deliberative democracy (see Lindell, 2014). The participants had a chance to answer the survey right after the jury meeting or later through the online survey.…”

Section: Methodsmentioning

confidence: 99%

“…Graetz, 2000;Woods 2004). While the form of leadership is more interactive and open to social context, it still seems to be mainly centred in a manager's actions (Crevani et al, 2010;Raelin, 2012b;Lindell, 2014). Therefore, some scholars have recently focused on leadership practices, which are constructed in interactions and embedded in a social context of the workplace (Carroll et al, 2008;Crevani et al, 2010;Raelin, 2012b;2016).…”

Section: From Leadership To Leaderful Practicesmentioning

confidence: 99%

“…200), the "orchestration of the dialectical process of public reflection" is a fundamental characteristic of leadership-as-practice approach. In a communicative process, the members of the organization engage to analyse, design and make decisions (Lindell, 2014). Despite the continuing interest to leadership practices, there are only few examples of what these practices would actually consist of.…”

Section: From Leadership To Leaderful Practicesmentioning

confidence: 99%

“…According to Raelin (2011b, p. 200), the "orchestration of the dialectical process of public reflection" is a fundamental characteristic of leadership-as-practice approach. In a communicative process, the members of the organization engage to analyze, design and make decisions (Lindell, 2014). The communication becomes a multiple-party reflective conversation, through which people seek shared meaning and understanding (McArdle and Reason, 2008).…”

Section: From Leadership To Leaderful Practicesmentioning

confidence: 99%

“…This paper focuses on one deliberative method called organizational jury that adopts some features of the citizens' jury method and applies them in an organizational context (Vartiainen et al, 2013;Lindell, 2014). The paper studies four organizational juries that were organized by a Finnish non-profit organization (NPO).…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

Democratization of organizational change process through deliberation

Värttö

2019

LODJ

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Purpose The purpose of this paper is to examine deliberation in the context of organizational change and introduce an organizational jury as a change facilitator. Design/methodology/approach The research is based on an empirical study of four organizational juries that were organized by a non-profit organization in Finland. The main data of the study consist of a survey that the juries’ participants filled in. The data are triangulated with observations of jury meetings and relevant documents including pre-jury information package, jury presentations and juries’ proposals. In the analysis, the paper adopts deliberative democracy criteria to assess the inclusiveness, authenticity and consequentiality of the deliberative process. Findings The research findings suggest that the juries increased the inclusiveness of decision making and the quality of deliberation about the changes among the employees. The results indicate that juries facilitated the change process by providing a means for information sharing and building a shared understanding among the stakeholders. The main weakness of the juries was their low consequentiality. Originality/value Deliberative jury method provides a participative way to build and preserve socially shared meanings in an organizational change context. However, the studies on the use of deliberative forums in the organizational context are still scarce. Thus, the study provides an important addition to the existing research literature.

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Section: Methodsmentioning

confidence: 99%

Section: From Leadership To Leaderful Practicesmentioning

confidence: 99%

Section: From Leadership To Leaderful Practicesmentioning

confidence: 99%

Section: From Leadership To Leaderful Practicesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Democratization of organizational change process through deliberation

Värttö

2019

LODJ

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Making educational organizations able to change: a literature review

Palumbo

Manna

2019

IJEM

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Purpose Educational organizations have to continuously adapt their structures, processes and practices to meet the evolving institutional and social challenges raised by the external environment. From this point of view, organizational change is a fundamental ingredient of the recipe for success in educational management. The purpose of this paper is to contextualize organizational change to educational institutions, pointing out its determinants, barriers and consequences. Design/methodology/approach A systematic literature review was performed. On the whole, it concerned 330 scientific contributions. Manuscripts were searched in two large citation databases. Tailored selection and inclusion criteria were designed in order to exclusively focus on papers investigating organizational change dynamics in the educational environment. In sum, 41 contributions were included in this literature review. Findings Organizational change in the educational context paves the way for various managerial challenges. First, the internal and external triggers of change should be concomitantly handled, in order to curb isomorphic pressures and steer organizational evolution. Second, specific strategies should be implemented to overcome the barriers to organizational change, including ambiguity and uncertainty. Finally, yet importantly, the side effects of organizational change should be recognized, in an attempt to attenuate their drawbacks on employees’ working conditions. Practical implications Organizational change should be understood as an iterative process, rather than as a circumscribed event. Educational managers should design specific approaches and deploy ad hoc tools to effectively implement organizational change. Originality/value This study attempts to systemize the current scientific literature about organizational change in the field of educational management, illuminating some intriguing avenues for further research.

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Teaching public administrators and leaders to handle complexity

Raisio¹,

Puustinen²,

Vartiainen³

et al. 2018

CGN

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Understanding and working under complexity has become ‘the new normal’ in public administration. Hence complexity must also be integrated into teaching and training of public administrators, not only in higher education but also in in-service training and educating wider society. This can be done by combining the ongoing research agenda into courses and teaching methods. This article describes the integration of complexity thinking and teaching in one university, both by giving examples on the courses and methods applied, student feedback received and by anticipating future developments. Finally, practical advice for teachers of complexity is given.

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Fostering organizational change through deliberations: the deliberative jury in a university setting

Cited by 4 publications

References 34 publications

Democratization of organizational change process through deliberation

Democratization of organizational change process through deliberation

Making educational organizations able to change: a literature review

Teaching public administrators and leaders to handle complexity

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