Index

Continuous Change and Communication in Knowledge Management

ISBN: 978-1-80117-034-5, eISBN: 978-1-80117-033-8

Publication date: 10 June 2021

This content is currently only available as a PDF

Citation

Johannessen, J.-A. (2021), "Index", Continuous Change and Communication in Knowledge Management, Emerald Publishing Limited, Bingley, pp. 139-142. https://doi.org/10.1108/978-1-80117-033-820211007

Publisher

:

Emerald Publishing Limited

Copyright © 2021 Jon-Arild Johannessen


INDEX

Affect proposition
, 68

Algedonic signal
, 22

Ambidextrous organisation
, 6–9

Ambidextrous structure
, 7–8

Anchor effect
, 66–67, 70–71

Anchoring
, 65–67

Anti-change alliance
, 23, 25–26

Architectural practices
, 105

Aspect-seeing
, 131

Asplund’s motivation theory
, 123

Authority
, 27

Automatic thoughts
, 126

Availability
, 67–68, 71

cascades
, 67

proposition
, 67–68

Beck’s model for cognitive behavioural therapy
, 126

Behavioural experiments
, 126

Bias
, 63–64

Boudon–Coleman diagram
, 123, 133

Bureaucratic forces
, 23

Certainty effect
, 60–62, 69

Change
, 117

Co-creation
, 116–117

Cognitive dissonance
, 36

Cognitive model
, 126

Cohesive energy
, 124

Colleagues, choice of
, 27

Collective blindness
, 124

Communication (see also Knowledge)

of global change processes
, 105

global competence clusters
, 115–116

infostructure
, 110–113

modular flexibility
, 113–115

officer
, 5

Compensation-feedback
, 43

Competence
, 27 (see also Global competence)

analysis
, 93–94

development
, 117

in knowledge society
, 109

Competition
, 93

Conant-Ashby theorem
, 16

Concepts
, 131

Conceptual generalisation
, 124

Connectance
, 116

Constructs
, 124

Consultancies
, 105

Contextual level
, 35–36

Continuous development of skills
, 91–94

Continuous principle
, 40

Control cycle
, 45–47

Control signal
, 22

Control system
, 41

in strategic change leadership
, 42–45

Cooperation
, 93, 117

Creative businesses
, 9

Creative chaos
, 93

Creative collaboration
, 93

Creative destruction
, 93

Creative processes
, 108, 110

Crisis understanding
, 69

Critical success factors (CSFs)
, 38, 50–52

Day-to-day management
, 47

Decision-making

element
, 45, 47

system
, 21–22

under uncertainty
, 60–63, 69

Delphi method
, 18

Deviations
, 41

Dynamic hypothesis
, 128

Early warning system
, 18–19

Emergents
, 124, 131

Empirical generalisation
, 124

Empirical studies
, 38, 79

Employee experiments
, 125–127

Engineering firms
, 105

Entrepreneurial spirit
, 124–125

Erratic behaviour
, 70

Exceptional events
, 134

Expectation management
, 69

Explicit knowledge
, 88

Feedback
, 40, 43, 89–90

Feedforward
, 38, 89

Financial crisis of 2007–2008
, 67

Forward-looking control
, 44

Framing
, 63–65, 69–70

Front line
, 108, 110

Funfair management
, 4, 43

Global clusters of competence
, 110

Global competence

clusters
, 115–116

networks
, 91–93

Globalisation
, 107, 109

Goals
, 37–38, 44, 49

prioritising
, 50

Good life
, 80

Great Depression
, 67

Heuristic assessments
, 65–68, 70–71

Hidden knowledge
, 88

Hierarchical control
, 43

High-performance work system (HPWS)
, 78

Human resources (HR)
, 19–21

Hypotheses
, 131

Implicit knowledge
, 88

Indicators
, 48–50

Individual leaders
, 36

Industrial clusters
, 109

Information

analysis
, 88

systems
, 4–5

Infostructure
, 108, 110–113

Innovation
, 125

orientation
, 85–86

Innovative clusters
, 93

Interactive causal processes
, 130

Interactive planning
, 18

Interconnectedness
, 116

International leadership
, 92

Interruption-control
, 44–45

Isolation effect
, 62, 69

James G. Miller’s Living Systems Theory (1978)
, 4

Kaizen
, 87

Knowledge
, 125

economy
, 107, 109

enterprises
, 107

recognition for knowledge-sharing
, 86–88

society
, 106, 109

Knowledge workers
, 77, 106–108

assumptions concerning
, 79–81

continuous development of skills
, 91–94

historical context
, 79–81

importance
, 78

innovation orientation
, 85–86

practical leadership tools
, 82–83

primary task
, 81–82

productivity
, 110

productivity of
, 81

recognition for knowledge-sharing
, 86–88

result orientation
, 83–85

self-management and self-organisation
, 88–91

Knowledge-based organisation
, 105

function of leader in
, 106

Known future
, 18

Lateral control
, 43

Leaders
, 4

in knowledge-based organisation
, 106

LEAN methodology
, 37

Legitimacy
, 27

Lego blocks
, 96

Lego brick method
, 95–96

Lego principle
, 113

Locomotive effect
, 125

Log books
, 5

Loss aversion
, 62–63, 65

Management systems in strategic change leadership
, 38–42

Material resources and technology
, 129

Methodological collectivism
, 131

Methodological individualism
, 131

Middle manager function
, 16

Mini-theory
, 78

Mobility
, 92

Modern hospitals
, 105

Modular flexibility
, 110, 113–115

Modular understanding
, 95

Modularisation
, 96

of work processes
, 109

Negative feedback
, 40

Non-value-added activities (NVA activities)
, 82

North’s action theory
, 123, 128

Norwegian Labour and Welfare Organisation (NAV)
, 36

Optimists
, 63

Organisations
, 9, 39, 42

Participation principle
, 40

Pessimists
, 63

Post-control
, 44–45

Power
, 129

Practical choices
, 62

Presence
, 27

Primary task
, 81–82

Process-oriented forces
, 23

Pro-change alliance
, 23–24

Productivity
, 37

of knowledge workers
, 81

Prospect theory
, 59–63

framing aspect
, 64

principal assumptions
, 65

Psychological assessments
, 62

Psychological security
, 69

Punctuation
, 128

Radio
, 5

Re-framing
, 64

Realism
, 128

Recognition for knowledge-sharing
, 86–88

Reference point
, 61

Reflection effect
, 61–62, 69

Resistance to changes within organisations
, 59

decision-making under uncertainty
, 60–63

framing
, 63–65

rules of thumb
, 65–68

specific measures
, 69–71

Resources
, 26–27, 49

Result orientation
, 83–85

Risk
, 59

aversion
, 69

Rules of thumb
, 65–68

Russel Ackoff’s thinking about interactive planning and circular organisation
, 4

Scenario techniques
, 18

Self-control
, 43

Self-management
, 88–91

Self-organisation
, 88–91

Skills analysis
, 93–94

Slow fields of history
, 125

Social earthquakes
, 108

Social mechanism
, 128–129

Social sciences
, 134

Social systems
, 108, 129–130

Social worker
, 36

Stable core
, 4

Stafford Beer’s theory of viable systems
, 4, 9

coordinating system
, 13–16

decision-making system
, 21–22

eye to future
, 16–21

here-and-now leadership
, 16

operative level
, 10–13

quantitative and qualitative measures of process and output
, 12–13

Standards
, 48

Starvation
, 131

Strategic change leadership
, 4, 130

ambidextrous organisation
, 7–9

control systems in
, 42–45

management systems in
, 38–42

in Norwegian company
, 23–27

principles
, 5–6

Stafford Beer’s theory of viable systems
, 9–22

subsystems
, 6

theory
, 3

Strategic responsibility
, 88

Strength analysis
, 90–91

Structurally linked competence networks
, 115

Structure
, 130

Symbol
, 131

Symphony orchestras
, 105

System of propositions
, 78

Systemic approach
, 40

Systemic research strategy
, 133

Systemic thinking
, 130–131, 133

Tacit knowledge
, 88

Targets
, 40–41

effectiveness
, 12–13

Technological innovations
, 123

Telegraphist
, 5

Theory
, 131, 134

Trivial alliances
, 23

Type I change
, 133

Type II change
, 133–134

Type III change
, 134

Type IV change
, 134

Uncertainty

decision-making under
, 60–63, 69

Universities
, 105

Unknown future
, 18

Unsupported teams
, 8

Virtual global competence clusters
, 92

Walt Disney’s method
, 96