Lecture 3 Flashcards
Institutional Logic
“A culturally recognizable template for thought and action”
4 Findings of McPherson and Saunders (2013) in
Orders of Worth = Institutional Logics = Crafting Arguments
1 • Actors were remarkably flexible in their use of institutional logics to support their positions and ensure collaboration
2 • Flexible use of logics to foster collaboration and ensure efficiency
3 • Actors with the least contact with other parts of society (i.e.,closed networks) where the least flexible.
4 • Different logics can have quite contradictory implications for decisions and behavior
Institutionalization Increased exteriority (buitenkant) =
shared ethos gives the impression of having separate existence outside of leaders and followers
Institutionalization
Perceived objectivity:
moral consensus is rendered as ‘natural’, ‘normal’, ‘rule of the game,’ or even as ‘the truth
Explain institutionalization?
- Practices become taken-for-granted (‘rule of the game’)
- When justifications are widely accepted and taken for granted > institutionalization of practices
- Changes in justification (rechtvaardiging) and diffusion provide a basis for explaining institutionalization
(institutionalization)
Why do decreases in justifications (rechtvaardiging) represent a practice…
1. … that is taken for granted?
2… where actors accept the practice value?
Decreases in justifications represent a practice:
1. That is taken for granted because actors are unaware and have forgotten why it adds value
- Where actors unquestionably accept the practice’s value because they lack conscious alternatives
The emergence of moral leadership
Moral leadership emerges when a member of an organization defies the social order by taking an alternative and morally charged stance toward an issue and attempts to mobilize others to do the same
(Solinger, Jansen, & Cornelissen, 2018; cf. Benson, 1977)
Framing
Framing thus involves processes of the inclusion and exclusion of information in a communicated message as well as emphasis.
> Selection + Salience
3 Core Framing Tasks
- Diagnostic Frames
- Prognostic Framing
- Motivational Framing
Diagnistic Frame
- What is the problem?
- For whom? How grave is it?
- What is the reason why this is a problem?
E.g., the notion of the university as “learning factory” (UvA students two years ago)
•Because of recent overemphasis of industrial logic (efficiency, throughput time, return on investment, etc.)
Prognostic Framing
Change Vision
- Formulating a change direction (“beweegrichting”): What does success look like? (big story)
- Small story: how does it affect each stakeholder?
- Individualized consideration: how does each stakeholder fit within this vision (empowerment)?
- Vision is a mental picture that drives all action and instills faith in a better future
- “Vision is the focus and inspiration that empower people to change” (Belasco, 1990)
- Defining feature of leadership (!)
- Rhetorical figures of speech !
An alternative picture of reality is a result of
imagination: Blumer’s “Possible worlds” (What if…..)
•Often a result of counter-factual reasoning: “Why P and not Q”?
Explain the moral system of Sollinger through
Macro -Meso - Micro
Macro = Alternative moral systems in society
Meso = Local moral systems
Micro = Individual moral self
Explain the Boundary Process of Weber and Waeger
the process through which the external political environment permeates organizations. How can the environment affect the organization
> goals, motivation or power :
- Opportunities for groups to pursue their interests, or coercive demands that enter the instrumental decision calculus of internal groups without altering their goals.
- Formal and informal channels through which external environments can enter an otherwise closed polity system, such as actors with privileged access to organizational decisions, network ties, and formal boundary spanning units and roles.
- a true interpenetration of internal and external polities, in the form of externally induced belief systems of people inside organizations, and identifications of organizational members with external groups and ideas.
Framing Process:
Discursive Processes
Discursive Processes = talk, conversation, articulation
Framing Process:
Strategic Processes
Strategic Processes = goal oriented: bridge, transform
Framing Process:
Contested Processes
Contested Processes = challenges, opponents: counterframing
