Index

Values, Rationality, and Power: Developing Organizational Wisdom

ISBN: 978-1-83867-942-2, eISBN: 978-1-83867-941-5

ISSN: 2059-6561

Publication date: 21 October 2019

This content is currently only available as a PDF

Citation

(2019), "Index", Values, Rationality, and Power: Developing Organizational Wisdom (Critical Management Studies), Emerald Publishing Limited, Leeds, pp. 271-281. https://doi.org/10.1108/S2059-65612019043

Publisher

:

Emerald Publishing Limited

Copyright © 2019 Emerald Publishing Limited


INDEX

Ability, focus on
, 242–243

Accountability
, 6, 9, 25, 86, 94–95, 162–163, 191–192

equity
, 87

rule of law
, 87

Acting
, 3, 15, 24

action-oriented management
, 17

action-oriented nature
, 3

action-reflection cycle
, 226

research
, 59

Actual domain
, 54

experiences
, 56, 145, 154–155

Acute care
, 6, 8, 91–94

Adoption process, dynamics of
, 42

Alberta healthcare organizations
, 49

Alliances
, 107–110

Application, focusing on
, 243

‘Appreciative inquiry’ mindset
, 226

Arrow’s Impossibility Theorem
, 35

Attitude, focus on
, 241

Awareness, focus on
, 241–242

Balanced framework of wisdom
, 14

BC Health Authority
, 7, 25, 63, 65, 68–69, 111, 116–117, 120, 160–161, 175–176, 184, 190–191, 203

mission statement
, 25

power affecting process of developing and implementing Seniors Programme
, 194–206

vision, purpose, and values with public values
, 27

Bias
, 27–28, 204

Blending rationalities
, 222–223

Body rationality
, 32, 154, 181–182, 201–202

emotional rationality
, 201–202

‘irrational’ subconscious
, 32

Bounded rationality
, 30

British Columbia (BC)
, 1, 5, 65–68

selecting BC Coaching Organization
, 129–131

working group
, 110, 118

British employers
, 55

British production regime
, 55

Bureaucracy
, 30, 200

Bureaucratic rationality
, 30, 124, 192, 202, 237–238

through experience, self-reflectivity, and mentoring
, 229–230

institutional & contextual rationality informing effective uses of
, 229

reifying power through
, 149–151, 199–200

translates power into action
, 228

Business educators
, 240–241

Canada Health Act
, 1, 6, 25, 71–72, 79–80, 207, 209–210

values of Seniors Programme with
, 87–89

Canada’s healthcare system
, 5, 207

approach to rationalities
, 208–210

approach to values
, 207–208

authority
, 1

building bridges
, 210

institution
, 25

using power to reconcile
, 210–211

Seniors Programme
, 211, 212

Casuistry
, 27–28

Challenger space shuttle disaster (1986)
, 17

Champions’ passion
, 116

Chief executive officer (CEO)
, 5, 6–7

Clan-based governance
, 48

Class relations
, 53–54

Clinical Frailty Scale
, 132

Coaches
, 239–245

Coding
, 74, 75

Coercion
, 39–40

domination
, 39–40

systematic power
, 39–40

Collaboration
, 118–124

critical realist perspective
, 123

Collective action
, 34

collective reasoning
, 34

practical reason
, 35

Collective entity
, 34

Collective rationality
, 34

defining rationality
, 10–11, 85, 143

ignoring rationality
, 143

Collective reasoning
, 34, 42, 209–210

power of
, 223

Communications, managing
, 104–107

Community Comprehensive Geriatric Assessment (CGA)
, 253

Comparative longitudinal case analysis
, 48

Conception of power
, 61

Constraining structures spread
, 171–174

collaboration
, 164–166

elements of BC Working Group’s assessment of
, 165

initial goal to spread Seniors Programme
, 159–164

limited time, energy, and money
, 169–171

risk aversion
, 167

structural constraints
, 167–169

Contemporary power research
, 39

Contextual rationality/cultural rationality
, 32, 110, 201, 229

through experience, self-reflectivity, and mentoring
, 229–230

institutional rationality
, 31–32

situational rationality
, 32

Cooperative learning
, 244–245

Critical realism
, 4, 53–59

in organizational studies
, 55–56

and positivism
, 56–57

and poststructuralism
, 57–58

stratified ontology
, 54

structures of interest in study
, 58–59

study
, 58

Critical realists
, 57

Critical view
, 37

Cultural/cultures
, 32

intelligence
, 20

training
, 243

Cycling
, 27–28, 235

Cynicism
, 37

Data analysis in Seniors Programme
, 73–78

coding
, 74, 75

methodology
, 78

narrative analysis
, 74–78

Data sources in Seniors Programme
, 70–73

Decision making
, 1

Decongestion
, 91–94

Deductive phase
, 28–29

Delegation
, 39

Deliberative democracy
, 34

Design, focus on
, 243

Developing wisdom
, 240–241

critical realism
, 53–59

real domain
, 54, 56

Developmental framework
, 14

Dialectical thinking
, 243

Dialogical thinking
, 243

Dialogue
, 6, 75, 86

spread
, 6, 74, 75

user orientation
, 6, 75

Diffusion of medical innovations
, 41–42

Discipline
, 38–39

Discourses
, 40

Disembedded rationality
, 2–3, 29–30, 32, 43

Disembodied rationality
, 42

Disparate groups
, 50

Documentation
, 118, 119, 120

Domination
, 39, 40, 41

Economic rationality
, 29–30, 193, 202

Education system
, 240–241

Educators
, 237, 239–245

Effective negotiation skills development
, 234–235

Effectiveness
, 25, 154–155, 181–182

Egocentrism fallacy
, 15, 18

Electronic Comprehensive Geriatric Assessment (eCGA)
, 168, 171–173, 181–182

Electronic medical record (EMR)
, 168–169, 173

Embedded rationality
, 2–3, 31, 32, 201

Embodied rationality
, 2–3, 32

Emotional intelligence
, 20, 241–242

Emotional rationality
, 201–202

Emotions
, 20, 33

Empirical domain
, 54

experiences
, 56

Empowerment
, 152–155

Enabling structures spread

changes in province delivered primary care
, 184–185

convincing regions to adopt Seniors Programme
, 186–188

developing eCGA
, 181–182

leadership
, 175–177

programme champions
, 177–179

programme characteristics
, 179–181

supporting GPs
, 182–184

Environmental coupling
, 47–48

Episodic power
, 39–40

Escalating indecision
, 48–49, 50

Ethnographic approach
, 44–45

Events
, 19, 54

actions
, 53–54

generative mechanisms
, 54

Evidence
, 202–203

Evidence-based decision making
, 82

Evidence-based programme
, 6

Executive resistance management
, 91

alliances
, 107–110

building support for Seniors Programme
, 97–103

maintaining executive support
, 103–110

managers resisting Seniors Programme
, 95–96

managers without supporting Seniors Programme
, 91–95

managing communications
, 104–107

means of resistance
, 96

positive results
, 103–104

shared understanding and keeping peace
, 104

Experience, rationality development through
, 23–24, 229–230

Extra-organizational identities
, 38

Faces of power
, 39–40

episodic power
, 39–40

manipulation
, 39–40

Firewalls
, 27–28, 235

Force field of commitment
, 121

Frailty

assessment
, 181–182

learning to prevent
, 125–127

Functional Assessment Staging (FAST)
, 253

Functional Reach
, 253

General cognitive capacity
, 13–14

General practitioners (GPs)
, 175

supporting
, 182–184

“Gestalt” assessment
, 181–182

Governance structures
, 48

Group(s)
, 15–16

action
, 19–20

Hasidic Jews
, 43–44

Head Coach
, 84

Healthcare institutions
, 47

Healthcare organizations
, 3, 37, 65, 74, 217–218

Healthcare systems
, 1, 145

Hierarchical governance
, 48

High-status schools
, 49–50

Historical power relations
, 75, 101, 143, 165, 171

production of power relations
, 75, 101, 143

reproduction of power relations
, 75, 101, 143

Human affairs
, 18

Human behaviour
, 18–19

Human resource system
, 219

Human resources management (HRM)
, 46

Hybridization
, 27–28, 204

Identity
, 38

Incrementalism
, 27–28

Individual attributes of wisdom
, 18–19

Inductive phase
, 28–29

Innovation
, 6, 74

effectiveness
, 6, 74, 82–83

self-development of employees
, 6, 75, 82–83, 87

Institutional logics
, 49–50

Institutional rationality
, 31–32, 229

through experience, self-reflectivity, and mentoring
, 229–230

Instrumental values
, 82, 196–197

Instrumental-rationality
, 14–15, 60, 202

Integrative framework
, 14

Interpersonal attributes of wisdom
, 19–20

Interpretivist approach
, 38

Interview questions
, 249–254

Intuition
, 32–33

Invulnerability fallacy
, 15, 18

Irrational outcomes
, 35

‘Irrational’ unconscious as form of embodied rationality
, 33–35

Justification
, 28–29

Key performance indicators
, 17

Knowing
, 15

Knowledge
, 13, 16, 23–24, 43–44, 189, 192, 215, 221–228

‘appreciative inquiry’ mindset
, 226

blending rationalities
, 222–223

experiment
, 225–226

insufficient for wise action
, 221

power of collective reasoning
, 223

rationalities conflict and part of wisdom
, 228

of social world
, 57

Labour markets, structure of
, 56–57

Leadership
, 175–177

coalitions
, 47–48

Learning
, 21–22

to prevent frailty
, 125–127

Legitimacy
, 43, 44–45

Legitimation
, 38

Longue durée of power
, 59

Low-status schools
, 49–50

Management education
, 240–241

Managerial wisdom development
, 241–243

Manipulation
, 39–40

Market-based governance
, 48

Megaprojects
, 59

Membership
, 231

Mentor(ing)
, 82–83, 85, 91–92, 104–106, 111, 117, 138–139, 229–230, 239–245

Meta-theory of management
, 56

Metrics
, 42, 43

Mobilization of bias
, 44–45

Modelling reality
, 30–31

Montreal Cognitive Assessment (MoCA)
, 253

Motivation
, 115–116

Multiple rationalities
, 126–127

defining rationality
, 131–146

learning to prevent frailty
, 125–127

reconciling differences between regions
, 127–129

selecting BC Coaching Organization
, 129–131

Municipal strategy
, 44

Narrative analyses
, 5, 74–78

Negotiation
, 19–20, 38

Neutrality
, 25, 26, 27, 75, 88

competitiveness
, 26, 27, 75, 88

robustness
, 26, 27, 75, 88

Non-logical thought
, 32–33

Nova Scotia (NS)
, 5, 65–68

health authorities
, 7, 68–69

Number systems gain power
, 42, 43

Objective rationality
, 47

Omnipotence fallacy
, 15, 18

Omniscience fallacy
, 15, 18

Openness
, 25

Optimism bias
, 46

Organization for Economic Co-operation and Development (OECD)
, 1

Organizational wisdom
, 13, 79–80, 245–247

ability to act
, 15–16

development
, 241–243

elements
, 18–24

knowledge
, 221–228

propositions and recommendations
, 216–217

values, rationality, and power
, 2–3

values guide wise action
, 215–221

wisdom
, 228–236

wise action
, 16–18

Organizational/organizations
, 1, 15–16

attributes of wisdom
, 20–22

competency
, 22

conceptualizations of rationality in
, 29–35

coupling
, 47–48

critical realism in organizational studies
, 55–56

life
, 17

Ottawa symposium
, 118

Patient Activation Measure (PAM)
, 253

Pedagogy implementation
, 239–245

challenges to developing wisdom under current approach to education
, 240–241

developing organizational and managerial wisdom
, 241–243

pedagogical tools to develop organizational and managerial wisdom
, 243–245

People
, 112–116

attributes
, 114

critical realist perspective of attributes of people
, 115

protecting and arming
, 116–118

Performative extravagance
, 17

Personal values

incorporate value alignment in recruitment processes
, 219

and organizational values
, 218

Philosophical framing
, 53–59

Phronesis
, 19, 22, 23, 29, 35, 53, 59, 60, 238

Phronetic research (PR)
, 4, 5, 53, 59–61, 63

approach
, 189, 237, 238

questions
, 4

and rationality & power
, 61

and values
, 60–61

Physicians
, 43–44

Pilot Seniors Programme
, 63

Pluralistic organizations
, 3, 37, 47–52

Political loyalty
, 25

Positivism
, 53, 56–57

Positivist approaches
, 63

Poststructuralism
, 39, 53, 57–58

Poststructuralists
, 57–58

Power
, 3, 37, 38, 41, 45–46, 47

in, through, over, and against organizations
, 40

building and maintaining power structures through communication
, 155–156

bureaucratic rationality reified power
, 199–200

conceptualizations
, 37–47

dimensions
, 38

empowerment
, 152–155

organizing framework of power research
, 39–41

and rationality
, 41–47

reifying power through bureaucratic rationality
, 149–151

rationality and
, 195–196

relations
, 61

research
, 37–39

shared values as basis for producing power relations
, 147–149

shielding workers from political turmoil
, 156–158

Practical reason
, 35

Practical wisdom
, 59, 60–61

Predictive models
, 56–57

Preliminary data sources in Seniors Programme
, 71

Primary care providers
, 48

Prime values
, 6, 82

Prisoner’s dilemma
, 35

Professional organizations
, 47

Profit maximization
, 217–218

Programme champions
, 177–179

Programme characteristics
, 179–181

Project Charter
, 68–69, 71–72, 86–87, 116–117, 120, 123, 192

Project costs
, 46

Protection of minorities
, 75, 87, 88

openness
, 75, 87, 88

political loyalty
, 75, 87, 88

Public interest
, 25, 26, 75, 87, 88, 154–155

altruism
, 26, 75, 87, 88

sustainability
, 26, 75, 87, 88

Public sector organizations, conceptualizations of values in
, 25–29

Public values
, 25

in Canada’s 2003 Values and Ethics Code for Public Service
, 26

cross-reference of BC Health Authority’s vision, purpose, and values with
, 27

cross-reference of Canada Health Act objectives
, 27

Q-methodology
, 27–29

QSR NVivo
, 77–78

Qualitative approach
, 63

Rational argument
, 41, 47

Rational thought
, 235

Rationality
, 2–3, 24, 25, 35, 41–47, 131–146, 192–194, 198–199, 200, 205–206, 234

acting to overcome constraining rationalities
, 194

approach to
, 208–210

collide
, 200–206

conceptualizations in organizations
, 29–35

conflict
, 228

constrained action
, 193

defining to drive action
, 138–146

enabled action
, 193

evidence vs. economics and structure
, 202–203

literature vs. group preferences
, 201–202

phronesis
, 22, 23, 29

power and
, 41–47, 195–196

resolving rationality conflicts
, 204–205

standardization vs. individual capacities
, 202

standardization vs. regional differences
, 201

target population
, 132–137

technocratic rationality
, 203–205

Rationality and Power: Democracy in Practice (Flyvbjerg)
, 45

Real domain
, 54, 55, 56, 58–59, 107, 145, 148–149, 150

Recruitment processes, incorporating value alignment in
, 219

Regime dignity
, 25, 87, 88, 108, 162

majority rule
, 87, 88

user democracy
, 87, 88

Regional Health Authorities (RHA)
, 49

Reification
, 49

Reifying power

building and maintaining power structures through communication
, 155–156

through bureaucratic rationality
, 149–151

empowerment
, 152–155

shared values as basis for producing power relations
, 147–149

shielding workers from political turmoil
, 156–158

Relationships
, 18

Research ethics board (REB)
, 71–72

Resident Assessment Instrument (RAI)
, 254

Resiliency
, 115–116

Resistance
, 39

Resource dependency theory
, 38

Rhetorical approach
, 76

Risk aversion
, 167

Rockwood scale
, 83

Satisficing
, 30

Self-control
, 18

Self-interest
, 18–19, 35

Self-reflectivity
, 229–230

Semi-structured, open-ended interviews in Seniors Programme
, 72–73

Senior Improvement Lead
, 84, 112–113, 160–161, 168–169, 177–178

Seniors Programme
, 1, 5, 6, 7, 63–65, 86–87, 111, 126–127, 193, 205, 238–239

building support for
, 97–103

bureaucratic rationality reified power
, 199–200

convincing regions to adopt
, 186–188

critical realist perspective of elements of building and maintaining support for
, 109

development & implementation
, 65–70

development phase
, 68–69

documents
, 72

elements of building and maintaining support for
, 108

implementation stage
, 70

initial goal to spread
, 159–164

interviews
, 73

key individuals
, 67–68

lack of support for
, 91–95

managers resisting
, 95–96

organizational structure
, 65–68

organizations in
, 66

power affecting the process of developing and implementing
, 194–206

rationalities collide
, 200–206

rationality and power
, 195–196

resiliency
, 112

scope
, 70

timeline
, 68–70

value conflict
, 196–199

Shared values
, 147

as basis for producing power relations
, 147–149

Short-term profit
, 17

Simplistic management models
, 21

Sites of power
, 40–41

Situational rationality
, 32

Social context
, 219

Social intelligence
, 20

Social reality, stratified ontology of
, 53–54

Social structures
, 54–55

and agency
, 55

Social world
, 53–55

Society

experienced frailty
, 145

network of power
, 38–39

Sovereign model
, 37

Spirituality
, 23–24

Spread
, 74

“Staged” approach
, 128

Stakeholder(s)
, 55

theory
, 221

Standardization

individual capacities vs.
, 202

regional differences vs.
, 201

Stanford model
, 130, 154–155

Stories
, 77

Strategic ambiguity
, 49

Strategic attributes of wisdom
, 22–24

Strategic change
, 47, 48

Strategic contingency theory
, 38

Strategic coupling
, 47–48

Strategic misrepresentation
, 46

Strategic thinking
, 44

Strategizing process
, 44

Striking exemplars
, 203–204

Strong objectivity
, 59–60

Structural constraints
, 167–169

Structural functionalist views
, 37

Structures of dominance
, 44–45

Structures of legitimacy
, 44–45

Subjectification
, 39, 40

power over organizations
, 40

sites of power
, 40

Supra-organizational entity
, 48

Surveillance
, 38–39

Syllogism
, 76–77

Systematic power
, 39–40

Tacit knowledge
, 32–33

Team-based model
, 182–183

Technocratic rationality
, 7, 30–31, 42, 84, 94–95, 128–129, 130–131, 146, 181–182, 188, 201, 203–205, 208–209, 222–223

bureaucratic rationality
, 30, 124, 192, 237–238

economic rationality
, 29–30, 193, 202

Technocratic research methods
, 83–84

Temporal dimensions of values
, 197

Text sources in Seniors Programme
, 71–72

Time up and go (TUG)
, 253

Traditional coping strategies
, 27–28

Tragedy of Commons
, 35

Trainers
, 239–245

Training Fellowship
, 71–72, 82–83, 85, 86, 91–92, 94, 111, 112, 125, 126–127, 132–133, 134–136, 138, 142, 145, 150, 190, 201, 209, 222–223, 224, 226, 227

assembling
, 68–69

critical realist perspective of means of building support
, 102

critical realist perspective of means of resistance
, 96

hypothesis
, 94–95

members
, 120–121

Steering Committee
, 65–68

Transformational Model of Social Action (TMSA)
, 55

Tyranny of small steps
, 15

Tyranny of the urgent
, 92–94

Universities
, 49–50

Unrealistic optimism fallacy
, 15, 18

Unsupportive bureaucratic rationality
, 202

Upper-middle management
, 246

User orientation
, 142–145, 150–151, 181–182

Using rationalization as rationality
, 75

conflict
, 75, 143

maintaining stability
, 75, 88, 143

Utilitarianism
, 22–23

Value dialogue
, 190

Value spread
, 74

Value-rationality
, 14–15

Values
, 2, 25, 41, 190–192

acting to overcome constraining structures
, 192

addressing
, 197–199

approach to
, 207–208

attracted people to seniors programme
, 80–86

with Canada Health Act
, 87–89

comparison of values
, 87, 88

conceptualizations of values in public sector organizations
, 25–29

conflicts
, 196–199, 219

constrained action
, 191–192

cross-reference of Canada Health Act objectives
, 27

developing the capacity to recognize and reconcile value conflict
, 220

enabled action
, 190–191

enabling structures of values, rationality, and power
, 81

episodic uses of power
, 217

inherent in the seniors programme
, 79

instrumental values
, 196–197

personal values and organizational values
, 218

project champions
, 218

rationality and power
, 195–196

temporal dimensions of values
, 197

Values guide wise action
, 189, 215–221

Venerate theory
, 240–241

Veterinarians
, 43–44

Vice presidents (VPs)
, 6, 85, 92–94, 100

Vision statement
, 138–146

Wertrational action
, 14–15

Wisdom
, 2, 13–15, 189, 194, 215, 220, 228–236, 237–239

bureaucratic rationality translates power into action
, 228

choosing partners thoughtfully
, 233

conflicts, avoiding
, 235

developing organizational structure facilitates activities
, 230

effective negotiation skills development
, 234–235

through experience, self-reflectivity, and mentoring
, 229–230

facilitating organizational action
, 231

frameworks
, 14

institutional & contextual rationality
, 229

organizational wisdom
, 245–247

pedagogy, implementing
, 239–245

protecting the team from political dynamics of organization
, 232–233

rationality
, 234

structures
, 13–14

teams capable of implementing precepts of wise action, development of
, 231

wisdom-based approach to strategy
, 23

Wrap-Up stage
, 70

Zweckrational action
, 14–15