Organizations and Unusual Routines: A Systems Analysis of Dysfunctional Feedback Processes
Everyone working in and with organizations will, from time to time, experience frustrations and problems when trying to accomplish tasks that are a required part of their role. This is an unusual routine - a recurrent interaction pattern in which someone encounters a problem when trying to accomplish normal activities by following standard organizational procedures and then becomes enmeshed in wasteful and even harmful subroutines while trying to resolve the initial problem. They are unusual because they are not intended or beneficial, and because they are generally pervasive but individually infrequent. They are routines because they become systematic as well as embedded in ordinary functions. Using a wide range of case studies and interdisciplinary research, this book provides researchers and practitioners with a new vocabulary for identifying, understanding, and dealing with this pervasive organizational phenomenon, in order to improve worker and customer satisfaction as well as organizational performance.
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3 Getting personal
4 A multitheoretical foundation for understanding unusual routines
5 A detailed case study of unusual routines
6 Summary and discussion of the case study results
7 Individual and organizational challenges to feedback
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Organizations and Unusual Routines: A Systems Analysis of Dysfunctional ...
Ronald E. Rice,Stephen D. Cooper
No preview available - 2010
action activities actors actually analysis antipatterns Argyris aspects become behavior beliefs benefits blame Chapter clients cognitive cognitive dissonance communication complex concept consequences context costs crazy systems create culture decision delay subroutines develop diffusion of innovation discussion double binds double-loop dysfunctional embedded employees environment error subroutines example experience external faculty failures foster homeostasis identify implementation individual inherent initial innovation interactions interdependencies involved issue izational learning loose coupling manipulation messages meta-routine mitigate negative one’s operators organization members organization’s organizational culture organizational learning organizational memory organizational values outcomes paradoxes participants perceived perception performance person potential problem procedures query rational reduce reinforce resolve response Rice scripts second-level sensemaking single-loop situation social system social traps socio-technical systems stakeholders strange loops structure subunit symptoms systems theory task there’s tion tional understanding unusual routines users workarounds