Monthly Archives: September 2013
It should never happen again – but it will!
Reblogged from Smart Performance Management.
Posted by cranfieldcbp ⋅ September 18, 2013
Guest blog from Dr Mike Lauder, Visiting Fellow at Cranfield’s Centre for Business Performance: Today I sat in a field in Cumbria waiting for the rain to pass. To pass the time I spent the day reading news reports about yet another inquiry that seemed to suggest the last one made little difference. A little … Continue reading »
Authors: Dr Mike Lauder
Published: 28 Sep 2013
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Children and Food Advergames #CranfieldPhD
Shelly Chapman outlines her research which is looking at the effects of advergames on children’s purchase-related behaviour.
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Communicating the risks to encourage safe behaviour
A synopsis of his International Executive Doctorate (DBA) research, by Hugo Marynissen at Cranfield School of Management.
A constitutive view on risk communication in organisations managing high-risk processes: Towards a conceptual framework.
This study presents a conceptual framework for a constitutive view of risk communication in organisations managing high-risk processes. Over the last few decades, multiple incidents in these types of organisations indicate that the mere communication of risk information and safety procedures does not necessarily lead to risk averse attitudes. Therefore, it might suggest that the traditional transfer of information is not fulfilling its aim, namely to keep the organisation safe. This doctoral thesis proposes a form of constitutive communication that involves all organisational members in an open safety dialogue as an alternative to this informational approach of communication. As such, it offers a way of taking into account the interpretive, subjective aspects of communication and shows how they interweave with formal communication structures to create the possibility of ongoing safe operations.
An on-shore gas-receiving terminal on the European continent was the subject for two empirical research studies. Based on multiple methods, including qualitative interviews, ethnographic data analysis, repertory grid-based interviews, and social network analysis, this study indicates how a constitutive dialogue that creates a common mindset concerning safe operations among all staff can be installed and supported. Furthermore, it demonstrates how despite the fact that every individual in this organisation has different perceptions of the present risks, constitutive risk communication leads to coordinated safe behaviour. These findings offer new perspectives on the solution-oriented knowledge about the relationship between risk communication and risk savvy in organisations managing high-risk processes.
The theoretical background to this phenomenon was supported by a literature review in the field of risk communication and risk perception in organisations managing complex interactive and tightly coupled processes. These findings, together with those of the empirical research projects, were compared with insights in the theoretical fields of High-Reliability Organisations (HRO) and Communication Constitutes Organisations (CCO), and result in a conceptual framework for a constitutive view on risk communication in organisations managing high-risk processes.
This research offers a number of theoretical and practical contributions to the field of HROs, the field of CCO research. It not only confirms key insights into these theoretical fields, it is also the first study that links the use of CCO to organisations managing high-risk technologies.
Supervisor: Prof. Donna Ladkin
Supervisory panel: Dr. Colin Pilbeam, Prof. David Denyer
Safety Leadership in Service Organisations
Dr Colin Pilbeam outlines a research project which is currently looking at safety issues in service organisations. The project is sponsored by IOSH (Institution of Occupational Safety and Health).
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Leadership on the Knowledge Interchange
Strategy Complexity and Change Management on the Knowledge Interchange
How do I know?
Reblogged from Smart Performance Management.
Posted by cranfieldcbp ⋅ September 10, 2013
After the Mid Staffordshire Foundation Trust tragedy and the 400 recommendations in the subsequent Francis report, how can a non-executive director on a trust board have confidence that the operation they are overseeing is being run properly? At yesterday’s Public Sector Performance Roundtable, Paula Higson presented the six questions she has developed through working with … Continue reading »
Researching Tomorrow’s Crisis: Methodological Innovations and Wider Implications
Journal: International Journal of Management Reviews
Published: April 2013
Authors: Prof David Buchanan, Prof David Denyer
The incidence and impact of crises, disasters and other extreme events appears to be increasing, thus heightening the significance of crisis research. The nature of such events – sudden, inconceivable, damaging, sensitive, unique – has encouraged unconventional methodological perspectives and practices. A review of these developments is timely. This article presents a bounded, temporally bracketed overview of the literatures exploring extreme events, structured around an ‘ideal type’ event sequence with six phases: incubation period, incident, crisis management, investigation, organizational learning and implementation of ‘lessons learned’. While not a traditional review, this approach serves to overcome problems associated with phenomena resistant to precise definition, and maps the structure of a field characterized by fragmentation, insular traditions and epistemological pluralism, generating a template against which crises can be explored. Crisis research appears to have overcome the problems associated with relying on retrospective research designs, accessing sensitive data, addressing novel ethical concerns, developing multi-level explanations and using single case studies to develop generalizable theory. The wider adoption of these approaches in ‘mainstream’ organization and management studies may prompt innovation and fresh insights in other areas, particularly where the temporal structure of events, the role of slow-moving causes, and conjunctural reasoning, play significant roles.
Cranfield Strategy, Complexity and Change Management on the Knowledge Interchange