Straight Lines or Questions Marks? Supporting the Dynamic Emergence of Strategy in Organisational Change

By:
Dr Valerie Crute,
Liz Kidd,
Prof. Andrew Graves
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Traditional frames of reference in organisations are heavily influence by the scientific traditions in which we have been educated. This involves a fundamental belief that identifiable laws govern the world and that application of these laws lead to outcomes that are to some extent predictable. The world is thus viewed as linear and mechanistic. This approach has influenced the traditional approach to change management in organisation where change is viewed as a linear process of transitioning from the current to future state. However, developments in science of the natural world have offered new perspectives on organisations, change and leadership. Stacy (1991) describes this frame of reference as stressing “uncertainty, unpredictability, irregularity, discontinuity and self-organisation” (Stacey 1991 p21). Strategy emerges and organisations evolve in response to their environment.

This paper examines the need for reflective space for managers and leaders in turbulent conditions of organisational change. The rise of management mentoring and coaching is highlighted as a means of providing such support. However, many models of coaching and mentoring echo a traditional linear path towards agreed goals, set at the outset of the coaching relationship. This paper argues for a more congruent style of mentoring support that creates conditions for the dynamic emergence of strategy in managing change.


Keywords: Organisational Change, Mentoring and Coaching, Emergent Strategy
Stream: Change
Presentation Type: Virtual Presentation in English
Paper: A paper has not yet been submitted.

Dr Valerie Crute

Research Fellow, School of Management, University of Bath
UNITED KINGDOM

Dr. Valerie Crute is Senior Research Fellow on the UK Lean Aerospace Initiative (UKLAI) based in the School of Management, University of Bath. This national research programme aims to support managers in the UK aerospace sector in implementing Lean thinking and practices. Valerie joined the research programme in 1998 and specialises in the investigation of managerial and cultural factors affecting the successful implementation of organisational change.

Liz Kidd

Director, Annexus Services
UNITED KINGDOM

Liz Kidd has a background in organisational change management, working mainly in the public sector. Since 2003 she has been Director of Annexus Services, offering leadership/management mentoring and consultancy.

Prof. Andrew Graves

Director, IMRC School of Management, University of Bath
UNITED KINGDOM

Ref: M06P0611