Who Controls the Looking Glass? Towards a Conversational Understanding of Organizational Theatre
Autor(a) principal: | |
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Data de Publicação: | 2005 |
Outros Autores: | |
Tipo de documento: | Artigo |
Idioma: | eng |
Título da fonte: | Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) |
Texto Completo: | http://hdl.handle.net/10362/83089 |
Resumo: | This paper presents a longitudinal study of interactive organizational theatre. Managers of a large home care organization used 30 instances of organizational theatre over a one year period to effect organizational change. We found that neither management, who had hoped that employees would accept and internalize the messages accompanying the play, nor employees, who used the liminal spaces to express their own take on the organization’s issues, achieved their aims directly. Yet a year later, organizational performance and satisfaction were significantly improved—much of this was attributed to the play. To explain this, we develop a conversational theory of change, one where ‘conversation pieces’ are central. We also speculate on the properties that conversation pieces and conversational systems like organizational theatre must have if they are to effect change. |
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Who Controls the Looking Glass? Towards a Conversational Understanding of Organizational TheatreOrganizational changeOrganizational theatreLiminalityConversation pieceThis paper presents a longitudinal study of interactive organizational theatre. Managers of a large home care organization used 30 instances of organizational theatre over a one year period to effect organizational change. We found that neither management, who had hoped that employees would accept and internalize the messages accompanying the play, nor employees, who used the liminal spaces to express their own take on the organization’s issues, achieved their aims directly. Yet a year later, organizational performance and satisfaction were significantly improved—much of this was attributed to the play. To explain this, we develop a conversational theory of change, one where ‘conversation pieces’ are central. We also speculate on the properties that conversation pieces and conversational systems like organizational theatre must have if they are to effect change.Nova SBERUNMeisiek, StefanDavid, Barry2019-10-03T08:28:37Z20052005-01-01T00:00:00Zinfo:eu-repo/semantics/publishedVersioninfo:eu-repo/semantics/articleapplication/pdfhttp://hdl.handle.net/10362/83089engMeisiek, Stefan and Barry, David, Who Controls the Looking Glass? Towards a Conversational Understanding of Organizational Theatre (2005). FEUNL Working Paper Series No. 478info:eu-repo/semantics/openAccessreponame:Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos)instname:Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informaçãoinstacron:RCAAP2024-03-11T04:36:58Zoai:run.unl.pt:10362/83089Portal AgregadorONGhttps://www.rcaap.pt/oai/openaireopendoar:71602024-03-20T03:36:16.772560Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) - Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informaçãofalse |
dc.title.none.fl_str_mv |
Who Controls the Looking Glass? Towards a Conversational Understanding of Organizational Theatre |
title |
Who Controls the Looking Glass? Towards a Conversational Understanding of Organizational Theatre |
spellingShingle |
Who Controls the Looking Glass? Towards a Conversational Understanding of Organizational Theatre Meisiek, Stefan Organizational change Organizational theatre Liminality Conversation piece |
title_short |
Who Controls the Looking Glass? Towards a Conversational Understanding of Organizational Theatre |
title_full |
Who Controls the Looking Glass? Towards a Conversational Understanding of Organizational Theatre |
title_fullStr |
Who Controls the Looking Glass? Towards a Conversational Understanding of Organizational Theatre |
title_full_unstemmed |
Who Controls the Looking Glass? Towards a Conversational Understanding of Organizational Theatre |
title_sort |
Who Controls the Looking Glass? Towards a Conversational Understanding of Organizational Theatre |
author |
Meisiek, Stefan |
author_facet |
Meisiek, Stefan David, Barry |
author_role |
author |
author2 |
David, Barry |
author2_role |
author |
dc.contributor.none.fl_str_mv |
RUN |
dc.contributor.author.fl_str_mv |
Meisiek, Stefan David, Barry |
dc.subject.por.fl_str_mv |
Organizational change Organizational theatre Liminality Conversation piece |
topic |
Organizational change Organizational theatre Liminality Conversation piece |
description |
This paper presents a longitudinal study of interactive organizational theatre. Managers of a large home care organization used 30 instances of organizational theatre over a one year period to effect organizational change. We found that neither management, who had hoped that employees would accept and internalize the messages accompanying the play, nor employees, who used the liminal spaces to express their own take on the organization’s issues, achieved their aims directly. Yet a year later, organizational performance and satisfaction were significantly improved—much of this was attributed to the play. To explain this, we develop a conversational theory of change, one where ‘conversation pieces’ are central. We also speculate on the properties that conversation pieces and conversational systems like organizational theatre must have if they are to effect change. |
publishDate |
2005 |
dc.date.none.fl_str_mv |
2005 2005-01-01T00:00:00Z 2019-10-03T08:28:37Z |
dc.type.status.fl_str_mv |
info:eu-repo/semantics/publishedVersion |
dc.type.driver.fl_str_mv |
info:eu-repo/semantics/article |
format |
article |
status_str |
publishedVersion |
dc.identifier.uri.fl_str_mv |
http://hdl.handle.net/10362/83089 |
url |
http://hdl.handle.net/10362/83089 |
dc.language.iso.fl_str_mv |
eng |
language |
eng |
dc.relation.none.fl_str_mv |
Meisiek, Stefan and Barry, David, Who Controls the Looking Glass? Towards a Conversational Understanding of Organizational Theatre (2005). FEUNL Working Paper Series No. 478 |
dc.rights.driver.fl_str_mv |
info:eu-repo/semantics/openAccess |
eu_rights_str_mv |
openAccess |
dc.format.none.fl_str_mv |
application/pdf |
dc.publisher.none.fl_str_mv |
Nova SBE |
publisher.none.fl_str_mv |
Nova SBE |
dc.source.none.fl_str_mv |
reponame:Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) instname:Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informação instacron:RCAAP |
instname_str |
Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informação |
instacron_str |
RCAAP |
institution |
RCAAP |
reponame_str |
Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) |
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Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) |
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Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) - Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informação |
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1799137981832888320 |