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Re-conceptualization of "organizational mindfulness" in respect to (permanent) organizational change
Combines organizational and institutional analysis in respect to "mindful organizing" / “mindful change”
Provides multidisciplinary and international perspectives on "organizational mindfulness" in respect to permanent reorganization
Provides a linkage of debates on permanent change, organizational mindfulness, and organizational sustainability
Since the 1990ies, organizations from different sectors have been operating in increasingly dynamic socio-economic environments characterized by unexpected events and instability. Organizations tend to adjust to dynamic environments by change initiatives promoting permanent reorganization. Such change initiatives often induce unintended effects, e.g. an erosion of trust, the violation of ‘psychological contracts’ in employees’ eyes or a decrease in organizational effectiveness. This book explores and analyzes whether such unintended effects can be anticipated or constructively dealt with by mindful change. The latter refers to the concept of organizational mindfulness that originally is linked to risk and safety research, e.g. in respect to ‘High Reliability Organizations’. In this book, organizational mindfulness is re-conceptualized addressing organizational change in the perspective of organizational sustainability. Moreover, it is explored how institutions foster or restrict organizations’ capability of organizational mindfulness in change processes.
Introduction.- Organizational Mindfulness - A concept for mindful organizational change ?.- Dialogue - A concept for designing organizational change mindfully.- Trust as a challenge to organizational change.- Mindfulness in social change - A societal perspective.- Perspectives.