The experience of learning in space and time

Antonacopoulou, Elena P.

doi:10.1080/08109028.2014.945286

Cited by 34 publications

(15 citation statements)

References 23 publications

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“…Therefore, embracing an informal attitude towards solving problems in challenging business contexts illustrates the salience of managerial attitude towards change, because it displays a clearer understanding of the organizational context; being formal in an informal workplace like SMEs exposes disintegration with the reality. Moreover, it elucidates a managerial philosophy of conceiving change as a process that involves social actors (employees) which, paraphrasing Antonacopoulou (2014), when managers take a stance they usually stand up for what they stand for.…”

Section: Discussionmentioning

confidence: 99%

From feeding-back to feeding-forward: managerial feedback as a trigger of change in SMEs

Psychogios

Blakcori

Szamosi³

et al. 2019

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Purpose The purpose of this paper is to explore and theorize the process of managerial feedback in relation to change in small and medium enterprises (SMEs). Design/methodology/approach This research embraces a qualitative methodology in the context of manufacturing SMEs. Drawing on 30 in-depth interviews, and observations conducted with various managers in six SMEs operating in three countries, it is argued that managers benefit more by using daily, ongoing, feedback as a trigger of change in their organizations. Findings The findings suggest that there is an overall view that managers appear to be reluctant to change existing processes using formalized feedback mechanisms, which runs counter-intuitive to the literature. In contrast, informal methods of feedback work better in enhancing organizational change. Moreover, another two features of feedback enhance this process, namely, benefits oriented and confidence oriented. As such, this study contributes to existing knowledge and practice by proposing a three-fold form of feedback through which managers expand their perspectives of feedback from feeding-back to feeding-forward thereby enhancing the opportunities of triggering change. Research limitations/implications Feedback should merely be considered as a dynamic and socially constructed managerial practice. A practice where actors not only exchange information and share knowledge, but also act, react and interact with each other as they constantly rethinking the change process. The proposed aspect of feedback emphasizes knowledge therapeutically and in combination with the dialogical discourse (practical illustration) that increases the odds for capturing change as a natural, rather than exceptional. Practical implications Practitioners, as such, may wish to consider the terminology used when it comes to studying change and its implementation in a crisis context. Using deformalized managerial feedback mechanisms to tackle a formal phenomenon like “change” could help avoid employees perceiving a negative connotation, causing resistance or confusion and feeling threatened. Therefore, the authors suggest that practitioners, during development initiatives on modernizing or altering organizational processes, consider replacing the term “change” as a formal concept. Originality/value It is an investigation from an exploratory perspective in studying and understanding the causes, factors and modalities that trigger managerial feedback toward organizational change in manufacturing SMEs.

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Section: Discussionmentioning

confidence: 99%

From feeding-back to feeding-forward: managerial feedback as a trigger of change in SMEs

Psychogios

Blakcori

Szamosi³

et al. 2019

JSBED

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“…It mobilises engagement with complexity as a critique where natural curiosity is reignited in forming judgments that guide actions. LiC restores clarity amidst the confusion of a complex situation not by simplifying it but by creating a sense of safety in vulnerability (Antonacopoulou, 2014a). This crisis of confidence more clearly exposes the crisis in knowledge and learning and the struggle of learning itself.…”

Section: Practising Innovating Through Licmentioning

confidence: 99%

Human Resource Management, Innovation and Performance

Shipton

Budhwar²,

Sparrow

et al. 2016

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“…Such methods might even reinforce leaders' destructive tendencies (Romanowska 2014(Romanowska , 2016. Seeing leadership as a way of living and not just leading requires a fundamentally different way of learning, a learning that is integral to living and working (Antonacopoulou et al 2006); this is about the experience of learning (Antonacopoulou 2014). In recent years, there has been a move toward arts-based methods in leadership development (see Springborg 2014 for a review, Taylor and Hansen 2005;Taylor and Ladkin 2009).…”

Section: Conceptual Framingmentioning

confidence: 99%

Using Arts to Support Leadership Development

Romanowska¹,

Theorell²

2020

Handbook of Socioeconomic Determinants of Occupational Health

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The authors describe theories underlying the use of fine arts in efforts to improve psychosocial work environments. Direct influence on the emotional brain from strong experiences of arts may start processes that improve the environment via strengthening of empathy. Regeneration and energy mobilization are central concepts. A practical experiment designed as a random trial with an intervention using strong experiences of arts in a program with repeated exposures once in a

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The experience of learning in space and time

Cited by 34 publications

References 23 publications

From feeding-back to feeding-forward: managerial feedback as a trigger of change in SMEs

From feeding-back to feeding-forward: managerial feedback as a trigger of change in SMEs

Human Resource Management, Innovation and Performance

Using Arts to Support Leadership Development

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