Imagineering the butterfly effect : transformation by inspiration /
Making change happen' is an important challenge strategists face today. Not only do many of our organizations need change, whole industries and systems need to transform in order to survive and thrive in a connected society. In this study the complexity-based design approach of imagineering is...
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| Main Author: | |
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| Format: | Electronic eBook |
| Language: | English |
| Published: |
The Hague :
Eleven International Publishing,
[2014]
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| Subjects: | |
| Online Access: | CONNECT |
MARC
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| 100 | 1 | |a Nijs, Diane, |d 1962- |e author. |1 https://id.oclc.org/worldcat/entity/E39PCjtTy9HpwbwK9GHC9Qfb7d | |
| 245 | 1 | 0 | |a Imagineering the butterfly effect : |b transformation by inspiration / |c Diane Nijs. |
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| 520 | |a Making change happen' is an important challenge strategists face today. Not only do many of our organizations need change, whole industries and systems need to transform in order to survive and thrive in a connected society. In this study the complexity-based design approach of imagineering is presented and evaluated for its effectiveness in realizing organizational innovation in a sustainable way. The method approaches organizational change as an emerging process of self-organization. By redesigning the business concept in the narrative mode a kind of bottom-up revitalizing process is effectuated which ignites the collective creativity of involved stakeholders in a strategically envisioned direction. Instead of focusing on changing behavior as conventional change-methods do, the method focuses on achieving a mind-shift in order to effectuate transformation by inspiration. The effectiveness of the method is evaluated predominantly through two cases which span a period of approximately ten years: the case of the city of Antwerp, and the case of the oldest Belgian retail-chain, Veritas. Based on insights gained from this study, the author reflects on the implications of the imagineering design method on four fields of study: transformative organizing, strategic thinking, design thinking in management and management education. | ||
| 588 | 0 | |a Print version record. | |
| 505 | 0 | |a Cover; Title Page; Preface; Testimonials; Table of Contents; List of Tables; List of Figures; List of illustrating Boxes; Academic Abstract; Managerial Abstract; 1 Introduction; 1.1 Introduction; 1.2 The 'Age of Emergence'; 1.2.1 Emergence; 1.2.2 The complementary scientific lens of complexity science; 1.2.3 Organisations as agents and subjects of emergent processes; 1.3 The Design Matrix; 1.3.1 Complex problems and complicated problems; 1.3.2 Central creativity and distributed/collective creativity; 1.3.3 Imagineering; 1.4 A structural shift in value creation. | |
| 505 | 8 | |a 1.4.1 Two modes of value creation: sequential and simultaneous1.4.2 Transforming the enterprise logic: rethinking relevance and relationships; 1.5 Complexity, change and Design; 1.5.1 Extending our worldview; 1.5.2 Extending our thinking; 1.5.3 Different perspectives on effectuating 'change' by design; 1.5.4 Complexity and change; 1.5.5 Complexity and design; 1.6 Research on 'Emergence by Design' and the genesis of this study; 1.6.1 Emergence by design; 1.6.2 Designing for organizational emergence; 1.6.3 Genesis of the study in the creative industries. | |
| 505 | 8 | |a 1.7 Research problem, questions and assumptions1.7.1 Research problem; 1.7.2 Research questions; 1.7.3 Research assumptions; 1.8 Outline; 1.8.1 How to read the study; 1.8.2 How the study was written; 1.8.3 Map of the Thesis; 2 Complexity and Social Systems Inquiry; 2.1 Introduction; 2.2 Systems theory; 2.2.1 Systems thinking and its evolution; 2.2.2 The paradigm of complexity; 2.2.3 Basic principles of the complexity paradigm; 2.2.4 Basic metaphors of the paradigm of complexity; 2.2.5 Conclusion: Systems thinking versus complexity thinking; 2.3 Systems philosophy; 2.4 Systems methodology. | |
| 505 | 8 | |a 2.4.1 Complexity and the social sciences2.4.2 Complexity and research methodology; 2.4.3 Complexity and management; 2.4.4 Complexity and change; 2.4.5 Complexity and organization development; 2.4.6 Complexity and Design; 2.4.7 Conclusions of social systems methodology; 2.5 Conclusion on complexity and social systems inquiry; 3 Enterprise Logic Transformation as a process of Organizational Emergence; 3.1 Introduction; 3.2 Enterprise Logic Transformation; 3.2.1 Definition; 3.2.2 The deep logic of value creation; 3.2.3 Implications of the shift in value creation for the enterprise logic. | |
| 505 | 8 | |a 3.2.4 The role of archetypes in enterprise logic transformation3.3 Organizational Emergence; 3.3.1 Emergence; 3.3.2 Self-organization and emergence; 3.3.3 Organizational emergence: non-reflexive, reflexive; 3.3.4 Misinterpretations of emergence in social systems; 3.3.5 Adaptive tension as a driver for organizational emergence; 3.4 Research on organization transformation and organizational emergence; 3.4.1 Insights from conventional transformation research; 3.4.2 Conventional organization design research; 3.4.3 Complexity studies on emergence in the explanatory paradigm. | |
| 504 | |a Includes bibliographical references at the end of each chapters. | ||
| 546 | |a English. | ||
| 500 | |a EBSCO eBook Academic Comprehensive Collection North America |5 TMurS | ||
| 500 | |a EBSCO eBook Business Collection |5 TMurS | ||
| 650 | 0 | |a Reengineering (Management) | |
| 650 | 0 | |a Organizational change. | |
| 650 | 0 | |a Organizational effectiveness. | |
| 650 | 0 | |a Strategic planning. | |
| 650 | 0 | |a Creative ability in business. | |
| 730 | 0 | |a WORLDSHARE SUB RECORDS | |
| 776 | 0 | 8 | |i Print version: |a Nijs, Diane. |t Imagineering the butterfly effect. Complexity and collective creativity in business and policy |z 9789462361140 |w (OCoLC)884953857 |
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| 952 | f | f | |a Middle Tennessee State University |b Main |c James E. Walker Library |d Electronic Resources |t 0 |e HD58.87 |h Library of Congress classification |
