X-Ray Vision at Work: Seeing Inside Organizational Life

Noumair, Debra A.; Pfaff, Danielle L.; John, Christine M. St.; Gipson, Asha N.; Brazaitis, Sarah J.

doi:10.1108/s0897-301620170000025006

Cited by 14 publications

(7 citation statements)

References 58 publications

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“…In order to look “beneath the surface”, that is study covert, unconscious dynamics of corporate accelerator, we analyzed “data” that would not typically be considered data (Noumair et al , 2017). We paid attention to both verbal (e.g.…”

Section: Methodsmentioning

confidence: 99%

Corporate acceleration process: a systems psychodynamics perspective

Wójcik

Obłój

Wąsowska

et al. 2020

JOCM

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PurposeThe purpose of this paper is to explore the emotional dynamics of the corporate acceleration process, using the systems psychodynamics perspective.Design/methodology/approachThe study applies inductive multiple case study of embedded 10 cases of corporate acceleration, covering both incumbent and startup perspectives, occurring in the context of a corporate accelerator.FindingsWe find that (1) the process of corporate acceleration involves three phases, each of them is dominated by a different emotional state (hope, anxiety and acceptance), triggering different behavioral responses; (2) as a means to deal with negative emotions, entrepreneurs and corporate acceleration program's team members develop different mechanisms of dealing with contradictories in subsequent acceleration phases (defense and copying mechanisms), which are reflected in their behaviors. Coping mechanisms with goal reformulation (i.e. refocus from the officially declared “open innovation” goals toward mainly symbolic ones) is an effective strategy to manage negative emotions in third phase of the acceleration.Research limitations/implicationsOur sample is limited to two relatively similar accelerators established by telecom companies, and therefore, our theoretical and practical conclusions cannot be generalized.Practical implicationsWe supplement the studies of corporate accelerators that imply how to design them better and improve decision-making rules with recommendation that in order to improve their effectiveness in terms of learning and innovations, their managers need not only to learn how to manage structural and procedural differences but also how to overcome social defenses triggered by corporate–startups cooperation.Originality/valueBy documenting a multidimensional impact of acceleration process, and especially shedding light on psychodynamic aspects behind such liaisons, this paper contributes to richer understanding of corporate–startup relationships, typically examined through a rationalistic lens of strategy literature. The study contributes to interorganizational research and open innovation literature, by showing that corporate acceleration process is marked by phases based on the type of emotions intertwined with the nature and dynamism of its life cycle. It indicates how these emotions are managed depending on their type.

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Section: Methodsmentioning

confidence: 99%

Corporate acceleration process: a systems psychodynamics perspective

Wójcik

Obłój

Wąsowska

et al. 2020

JOCM

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“…An example of an organization change project that employed multiple models is described by Burke and Noumair (2015) and Noumair et al (2017). This example illustrates how the rigorous and rational Burke–Litwin model (Burke & Litwin, 1992) can be complemented by pairing it with a practical “Beneath the Surface” tool (Noumair et al, 2017, p. 205) to connect covert unconscious dynamics in organization life with overt factors. The combination of the two models utilizes both an organizational development (OD) methodology and a group relations theoretical perspective.…”

Section: Empirical Evidence Of Engaged Scholarship In Organizational mentioning

confidence: 99%

“…By attending to both the overt and covert dynamics within the firm, a more comprehensive view of the organization and the problems emerged. This accurate assessment of the issues led to an effective and sustainable culture transformation plan and implementation (Noumair et al, 2017).…”

Section: Empirical Evidence Of Engaged Scholarship In Organizational mentioning

confidence: 99%

A Balance of Rigor and Relevance: Engaged Scholarship in Organizational Change

Paine

Delmhorst

2020

The Journal of Applied Behavioral Science

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Organizations face increasing demand to make meaningful, sustainable changes based on shifts in their external environments. This presents an unprecedented opportunity for insightful, useful research in the field of organizational change. As in other management science disciplines, the field suffers from a gap between research-favoring rigor and practice-favoring relevance. Through the framework of engaged scholarship—a collaborative approach to knowledge production—we present organizational change research as particularly well-positioned to utilize existing gap-related tensions to advance the field in terms of effective academic- and practice-based outcomes. We highlight empirical efforts in organizational change applied research that have contributed to theory building, method development, and practice knowledge. We include interview data collected from scholar-practitioners in the field and focus on the work of W. Warner Burke, in particular, for this special issue honoring the legacy of his rigorous and relevant contributions to the science and practice of organizational change.

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“…Students walk away from this course with the capacity to look beyond concrete, observable phenomenon, instead perceiving and making meaning of covert, unconscious dynamics. This gives them a powerful form of "x-ray vision" (Noumair et al, 2017) in their future professional endeavors. As another former student shared, "Brazaitis' infectious energy and passion for the subject has made me and many students fall in love with group dynamics.…”

Section: Educating Future Organizational Psychologistsmentioning

confidence: 99%

Brazaitis, Sarah J.: A Scholar, A Practitioner, An Educator

Pfaff¹

2020

The Palgrave Handbook of Organizational Change Thinkers

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Dr. Sarah J. Brazaitis is a psychologist who has deeply contributed to our understanding of organizational change through her theory, research, and teaching about the covert processes involved in group and organizational life, particularly with regard to the profound impact of social identity on these dynamics. This chapter reviews her early influences and motivations, identifying key experiences and mentors that shaped her journey. Next, her contributions in four major areas are summarized: embodying a group relations mindset, educating future organizational psychologists, investigating white women's unique positionality, and further evolving and establishing group relations work. The new insights prompted by her work are discussed, as we contemplate and conceptualize what organizational life will look like in the future. The chapter

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X-Ray Vision at Work: Seeing Inside Organizational Life

Cited by 14 publications

References 58 publications

Corporate acceleration process: a systems psychodynamics perspective

Corporate acceleration process: a systems psychodynamics perspective

A Balance of Rigor and Relevance: Engaged Scholarship in Organizational Change

Brazaitis, Sarah J.: A Scholar, A Practitioner, An Educator

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