{"title":"Obituary - Robert French (1949–2018)","authors":"C. Grey, P. Simpson","doi":"10.33212/osd.v19n2.2019.286","DOIUrl":"https://doi.org/10.33212/osd.v19n2.2019.286","url":null,"abstract":"","PeriodicalId":41413,"journal":{"name":"Organisational and Social Dynamics","volume":" ","pages":""},"PeriodicalIF":0.2,"publicationDate":"2019-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44925958","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Applying the opinion blocks framework in catastrophic conflict: a practice paper","authors":"T. Ringer","doi":"10.33212/osd.v19n2.2019.264","DOIUrl":"https://doi.org/10.33212/osd.v19n2.2019.264","url":null,"abstract":"Groups and teams that are involved in acute and/or prolonged conflict with each other create impermeable barriers between them that robustly resist change. This article uses the framework of “opinion blocks” to illustrate a means by which such conflict can worked with. Whilst the framework outlined is relatively recent, it has enabled the author to engage with situations of “catastrophic” conflict in a way that has resulted in surprising improvements in the effectiveness of collaboration between the involved parties. The opinion blocks framework was introduced in an earlier article in this journal (Ringer, 2017b) in which the etiology of “collective self-righteousness” was examined. The reader is advised to refer to this earlier article for a theoretical background to the opinion blocks framework. The article that follows uses a modified real-life example from the author’s consulting practice to illustrate the principles involved.","PeriodicalId":41413,"journal":{"name":"Organisational and Social Dynamics","volume":" ","pages":""},"PeriodicalIF":0.2,"publicationDate":"2019-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48209133","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Challenging impossibilities: using the plus-one process to explore leadership dilemmas","authors":"P. Boxer","doi":"10.33212/OSD.V19N1.2019.81","DOIUrl":"https://doi.org/10.33212/OSD.V19N1.2019.81","url":null,"abstract":"The disruptive effects of digital technology are enabling all environments to become more turbulent, putting competitive pressure on organisations to move towards addressing the demands of their clients one-by-one. This article considers situations where this pressure cannot be ignored, for example in the provision of intensive social care to individuals, or in enabling each disadvantaged university student to gain access to the full scope of its opportunities. A network of relationships aligned at its edge to the particular demands of a client needs tripartite leadership that is vertically accountable to the powers-that-be, horizontally responsive to the client situation being addressed, and effective in the way it collaborates within the network itself. This involves holding dilemmas between vertical accountabilities and horizontal demands. This becomes impossible when the situation is framed solely in terms of vertical\u0000accountabilities. This article describes a witnessed plus-one process undertaken by an individual at an edge. It works from her personal valency for challenging such an impossibility to explore the ways in which the dilemma in the situation was being\u0000“set up” by how it was held by the wider system. This example is used to explore the thinking behind the process and discusses its implications for leadership.","PeriodicalId":41413,"journal":{"name":"Organisational and Social Dynamics","volume":" ","pages":""},"PeriodicalIF":0.2,"publicationDate":"2019-06-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42082205","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Wesley Carr, religious institutions, and institutional integrity","authors":"E. Shapiro","doi":"10.33212/OSD.V19N1.2019.103","DOIUrl":"https://doi.org/10.33212/OSD.V19N1.2019.103","url":null,"abstract":"Wesley Carr devoted his life to the Church of England, using group relations theory to frame some of his thinking. He saw the primary task of religious institutions as containing irrationality and dependency on behalf of society. This article offers a summary of Wesley’s central ideas, with an extended illustration of his management (as Dean of Westminster) of Princess Diana’s funeral. The private and public mourning of millions around the world during and after this funeral is an example of the way religious institutions can respond to the needs of society by helping to manage the boundary transitions of life and death. The\u0000rituals of religion during such transitions can help individuals move beyond narrow subgroup identifications to discover their membership in a larger human community. For Wesley Carr, integrity meant to commit all of oneself to an institution’s primary task, negotiated with and on behalf of others, that connects to a transcendent set of ideals and beliefs.","PeriodicalId":41413,"journal":{"name":"Organisational and Social Dynamics","volume":" ","pages":""},"PeriodicalIF":0.2,"publicationDate":"2019-06-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42138191","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Building the identity of teaching and research of HR management in a faculty of Economics and Business Administration: a socio-analytical exploration of its history","authors":"Eduardo Acuña Aguirre","doi":"10.33212/OSD.V19N1.2019.41","DOIUrl":"https://doi.org/10.33212/OSD.V19N1.2019.41","url":null,"abstract":"This article is concerned with the recovery and discovery of conscious and unconscious meanings in the construction of the identity of the Human Resource Management (HRM) discipline at the Faculty of Economics and Business Administration, Universidad de Chile. The article is based on a research exploring the role of collective memory in the construction of that identity, from its inception in 1958 until 2017. A socio-analytical approach was applied to understand the dynamics implied in the construction of the identity of HRM. The results of the research show the existence of silenced meanings about that construction as a consequence of an unconscious political memory operating at the faculty that restricted the access and understanding of unexamined institutional knowledge. Such censorship is thought to be associated with the transformations that\u0000occurred in Chilean society and the faculty before and after the coup d’état that took place in 1973.","PeriodicalId":41413,"journal":{"name":"Organisational and Social Dynamics","volume":" ","pages":""},"PeriodicalIF":0.2,"publicationDate":"2019-06-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43291425","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Obituary - The Very Revd Dr Arthur Wesley Carr KCVO 26 July 1941–15 July 2017","authors":"O. Khaleelee","doi":"10.33212/OSD.V19N1.2019.132","DOIUrl":"https://doi.org/10.33212/OSD.V19N1.2019.132","url":null,"abstract":"","PeriodicalId":41413,"journal":{"name":"Organisational and Social Dynamics","volume":" ","pages":""},"PeriodicalIF":0.2,"publicationDate":"2019-06-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45388966","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Resistance and solidarity: organising for women’s human rights","authors":"Barbara J. Williams","doi":"10.33212/OSD.V19N1.2019.21","DOIUrl":"https://doi.org/10.33212/OSD.V19N1.2019.21","url":null,"abstract":"Using Lacanian, feminist, and organisational theory, this article explores the problem and question of violence against women and gender justice. In it, I argue that this violence and degradation against women is a fact, while simultaneously linking the notion of gender and its uncertain historicity to the traumatic discursive and psychical nature of en/gendering and to what this might mean for an organisation whose mission is gender justice. The inevitable push to settle the meanings of women and leadership marks the impossible desire to know. I highlight the work of an established feminist international women’s rights and gender-justice organisation and its efforts to resist this push to settle\u0000meanings and the related implications and challenges this may have on their shared-leadership model.","PeriodicalId":41413,"journal":{"name":"Organisational and Social Dynamics","volume":" ","pages":""},"PeriodicalIF":0.2,"publicationDate":"2019-06-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49173942","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Book Review - Ambivalence in Mentorship: An Exploration of Emotional Complexities (2008), by Bonnie D. Oglensky. London: Routledge","authors":"R. Morgan-Jones","doi":"10.33212/OSD.V19N1.2019.125","DOIUrl":"https://doi.org/10.33212/OSD.V19N1.2019.125","url":null,"abstract":"","PeriodicalId":41413,"journal":{"name":"Organisational and Social Dynamics","volume":" ","pages":""},"PeriodicalIF":0.2,"publicationDate":"2019-06-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43491775","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"What do participants learn at Group Relations conferences? A report on a conference series on the theme of authority, power, and justice","authors":"Tracy Wallach","doi":"10.33212/OSD.V19N1.2019.61","DOIUrl":"https://doi.org/10.33212/OSD.V19N1.2019.61","url":null,"abstract":"This article reports findings from evaluation research conducted from three conferences in the Authority, Power, and Justice: Leadership for Change series, convened annually from 2014 to 2016 at Boston College. The conferences have had similar structures and themes, with some slight variations. The highly diversified staff and membership has highlighted the themes of social identity, power, and justice in the conferences. Findings were consistent with prior research that participants do indeed learn at conferences. For both experienced and inexperienced conference members, the process of learning and meaning making is complex, relational, and evolves over time beyond the conference boundaries, and is idiosyncratic and variable. Learning can also occur at a steep cost. Recommendations are offered for enhancing learning and mitigating some of the factors that may interfere with learning. Suggestions involve re-thinking our notions of conference\u0000boundaries and the consulting stance, better integration of conference themes into conference structure, and integration of evaluation processes into conferences.","PeriodicalId":41413,"journal":{"name":"Organisational and Social Dynamics","volume":"1 1","pages":""},"PeriodicalIF":0.2,"publicationDate":"2019-06-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41335093","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"International Listening Post report summary: the world at the dawn of 2019","authors":"S. Henderson, Ulrike Beland, Dimitrios Vonofakos","doi":"10.33212/OSD.V19N1.2019.121","DOIUrl":"https://doi.org/10.33212/OSD.V19N1.2019.121","url":null,"abstract":"On or around 9 January 2019, twenty-two Listening Posts were conducted in nineteen countries: Canada, Chile, Denmark, Faroe Islands, Finland, Germany (Frankfurt and Berlin), Hungary, India, Ireland, Israel, Italy (two in Milan and one in the South), Peru, Serbia, South Africa, Spain, Sweden, Taiwan, Turkey, and the UK. This report synthesises the reports of those Listening Posts and organises the data yielded by them into common themes and patterns.","PeriodicalId":41413,"journal":{"name":"Organisational and Social Dynamics","volume":" ","pages":""},"PeriodicalIF":0.2,"publicationDate":"2019-06-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47215419","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}