David A. Buchanan

Discourse and Audience: Organizational Change as Multi-Story Process

This article is critical of monological research accounts that fail to accommodate polyvocal narratives of organizational change, calling for more fully informed case studies that combine elements of a narrative approach with processual/contextual analysis. We illustrate how contrasting versions of the same change event by different stakeholders and by the same stakeholder for different audiences, raise theoretical and methodological issues in the analysis and presentation of data on organizational change. Our argument is that research narratives (that seek to develop understanding of change processes) are necessarily selective and sieved through particular discourses that represent different ways of engaging in research. They are authored in a particular genre and written to influence target audiences who become active co-creators of meaning. Organizational change viewed from this perspective is a multi-story process, in which theoretical accounts and guides to practice are authored consistent with pre-selected narrative styles. These, in turn, are purposefully chosen to influence target audiences, but this subjective crafting is often hidden behind a cloak of putative objectivity in the written and oral presentations of academic research findings. Copyright Blackwell Publishing Ltd 2007.

Contextualizing Methods Choice in Organizational Research

The field of organizational research displays three trends: widening boundaries, a multiparadigmatic profile, and methodological inventiveness. Choice of research methods, shaped by aims, epistemological concerns, and norms of practice, is thus also influenced by organizational, historical, political, ethical, evidential, and personal factors, typically treated as problems to be overcome. This article argues that those factors constitute a system of inevitable influences and that this contextualization of methods choice has three implications. First, it is difficult to argue that methods choice depends exclusively on links to research aims; choice involves a more complex, interdependent set of considerations. Second, it is difficult to view method as merely a technique for snapping reality into focus; choices of method frame the data windows through which phenomena are observed, influencing interpretative schemas and theoretical development. Third, research competence thus involves addressing coherently the organizational, historical, political, ethical, evidential, and personal factors relevant to an investigation.

You Stab My Back, I'll Stab Yours: Management Experience and Perceptions of Organization Political Behaviour

This paper reports the findings of a survey of 250 British managers, exploring their experience and perceptions of organization politics. Political behaviour appeared to be common. Most managers viewed political behaviour as ethical and necessary, and aspects of organizational effectiveness, change, resourcing and reputation were attributed to political tactics, although 80% had no training in this area. Tactics experienced frequently included networking, using ‘key players’ to support initiatives, making friends with power brokers, bending the rules, and self-promotion. Tactics experienced as rare, but not unknown, included misinformation, spreading rumours, and keeping ‘dirt files’ for blackmail. A consistent pattern of responses concerning willingness to engage in politics, the need to act ruthlessly and the appropriateness of reciprocity when faced with political behaviour implies an attitude of ‘you stab my back, I’ll stab yours’. Findings are discussed using an ‘antecedents–behaviours–consequences’ framework of perceived organization politics to guide research.

The way it really happened: Competing narratives in the political process of technological change

Corporate narratives concerning technological change are often constructed around a linear event sequence that presents the organization in a positive light to internal and external observers. These narratives often sanitize the change process, and present data from which commentators can formulate neat linear prescriptions on how to implement new technology. In contrast, this article draws on processual-contextual theoretical perspectives to argue that technological change is a more complex political process represented by multiple versions of events which compete with each other for dominance as definitive change accounts. It also calls for an analysis of narratives over time (before, during and after change) in seeking to demonstrate the analytical significance of identifying and unpacking the multiple interpretive frameworks that are utilized in organizational struggles over technology and change at work. These struggles draw attention to the ways in which power is exercised through the construction and management of compelling stories that shape change. It is the contribution of these stories (competing narratives) to understanding the political process of technological change, that is the focus of this article.

Influencing sceptical staff to become supporters of service improvement: a qualitative study of doctors’ and managers’ views

Objective: To explore scepticism and resistance towards changes in working practice designed to achieve service improvement. Two principal questions were studied: (1) why some people are sceptical or resistant towards improvement programmes and (2) what influences them to change their minds. Methods: Semi-structured qualitative interviews were conducted with 19 clinicians and 19 managers who held national and regional roles in two national programmes of service improvement within the NHS involving systematic organisational changes in working practices: the National Booking Programme and the Cancer Services Collaborative (now the Cancer Services Collaborative Improvement Partnership). Results: Scepticism and resistance exist in all staff groups, especially among medical staff. Reasons include personal reluctance to change, misunderstanding of the aims of improvement programmes, and a dislike of the methods by which programmes have been promoted. Sceptical staff can be influenced to become involved in improvement, but this usually takes time. Newly won support may be fragile, requiring ongoing evidence of benefits to be maintained. Conclusions: The support of health service staff, particularly doctors, is crucial to the spread and sustainability of the modernisation agenda. Scepticism and resistance are seen to hamper progress. Leaders of improvement initiatives need to recognise the impact of scepticism and resistance, and to consider ways in which staff can become positively engaged in change.

Theory from Fiction: A Narrative Process Perspective on the Pedagogical Use of Feature Film:

Analyzing film narrative to reveal embedded theory, this article suggestsa novel approach to the use of feature movies in management education. Two films are analyzed from this perspective. Contact presents a narrative of organization politics, arguing that integrity can damage an individual’s career. Elizabeth offers a leadership narrative, arguing that ruthlessness is necessary to maintain a power base. This perspective is valuable for exploring the untidy, complex, and often controversial dynamics of organizational processes, demonstrating how outcomes are shaped, not by the interaction of independent and dependent variables, but by sequences of events in particular contexts.

Representing process: the contribution of a re‐engineering frame

The first aim of this paper is to bring empirical evidence from an atypical organizational setting to the debate surrounding the currency of business process re‐engineering, which some commentators have dismissed as a damaging “fad”. The second aim is to suggest how the process orientation advocated by re‐engineering can facilitate a creative visualization of organizational process and a participative approach to redesign. The paper is based on the experience of an acute teaching hospital seeking to reduce patient delays affecting the work of the operating theatres department. The project began towards the end of 1994, was overseen by a hospital steering committee, was conducted by a small internal project team (with researcher as member), and was based initially on a process mapping exercise. The elective surgical in‐patient process (one of the hospital’s “core processes”), from referral to discharge, was mapped using the knowledge of project team members, interview and survey data from 39 respondents, informal discussions with over 50 other hospital staff, and from a photo‐documentation and photo‐elicitation procedure. Interviews, survey questionnaires, informal discussion and the photo‐elicitation sessions were also used to develop a wide series of recommendations from staff with respect to redesigning the patient process and reducing theatre delays.

The Limitations and Opportunities of Business Process Re-engineering in a Politicized Organizational Climate:

This paper is concerned with the organizationalchange and project management issues raised by theimplementation of a business process re-engineering(BPR) approach in the politicized hospital context. This is a report of research in progress,focusing on the issues arising at the problem definitionand project planning stages of a BPR application in anoperating theaters department experiencing problems with scheduling and delays. The research designrelies on a case study approach, with the researcher asparticipant observer, as both an adviser to the projectteam and as field interviewer. The paper argues that an ambitious BPR agenda is compromised inat least two regards. First, the lack of precisionsurrounding the focus and methodology of BPR givespolitically motivated actors considerable influence with respect to defining terms of reference in wayswhich will shape potential outcomes in their favor.Second, the complexity and indeterminacy of the businessprocess or “patient trail” can also diluteredesign attempts. The principal limitations of theapproach thus concern the impracticality of embarking onrapid and radical change working from a “blanksheet of paper” with respect to organizational and job design. BPR, unlike other organizationdevelopment interventions, is not a “contextsensitive” approach. The role of project manageris critical in establishing a working balance betweenindividual, occupational, and organizational goals in a manner perceivedto be legitimate in the context. Effective BPR projectmanagement thus requires a combination of political andprocess analysis skills. The principal opportunities of BPR derive from its process orientation,which brings a fresh perspective to a traditionally andfunctionally fragmented organizational setting, andwhich presents a potentially valuable platform for anevolutionary approach to process improvement.

Beyond Acceptance and Resistance: Entrepreneurial Change Agency Responses in Policy Implementation

This article explores how the implementation of public policy can differ from that mandated, and argues that such departures are not necessarily a problem. Organisational change faces theoretical tension between considering non-acceptance behaviours as ‘resistance’, and requiring change recipients to tailor and adapt change agendas to fit local contexts. This tension is particularly salient in the public sector, due to the mandated nature of much public reform. We compare the implementation of policy change in four hospital case studies in two countries (Ireland and the UK). Based on interviews with 68 staff across the four cases, we identify how change recipients can react to, translate and contribute to policy change initiatives. Our findings challenge straightforward distinction between change agents and change recipients, showing how ‘first-order’ recipients can act as ‘second-order’ change agents. Entrepreneurial second-order change agents use locally contextualized change agency to tailor and embellish policy mandates. We distinguish between ‘adapters’, who make appropriate local adjustments, and ‘extrapreneurs’ who add extra dimensions to mandated change. This evidence suggests replacing the traditional ‘acceptance-resistance’ dichotomy with a continuum of responses to mandated policy, identifying how public sector actors can variously avoid, abstain, adopt, adapt, or add to those agendas.

Images of Influence 12 Angry Men and Thirteen Days

Whereas films are widely used as instructional tools, applications tend to be under-theorized, limited to illustrating ideas and motivating students. Our perspective draws on narrative theory, organizational representation, and processual theory, to develop an approach to the critical interrogation of film as thesis. Film selection criteria are identified, and two films are considered: 12 Angry Men and Thirteen Days. These films advance a thesis concerning interpersonal influence and decision making. Research-based accounts of influence are decontextualized, dyadic, episodic, apolitical, and practical. These films depict interpersonal influence as a multi-layered phenomenon, shaped by contextual, temporal, processual, social, political and emotional factors. Rather than presenting a trivialized, sensationalized, glamorous account, these films demonstrate the complex integration of issues typically covered discretely by mainstream texts.