Dear colleagues,
Are you intrigued by the multiplication of high-profile organizational scandals? How come leaders "didn't see it coming"? Then you may want to attend this session on Monday 3pm:
Strategic Error Management in VUCA Organizations (Volatile, Uncertain, Complex and Ambiguous)
Strategic Error Management
Program Session: 1329 | Submission: 12252 | Sponsor(s): (MOC, BPS, OB)
Scheduled: Monday, Aug 7 2017 3:00PM - 4:30PM at Hyatt Regency Atlanta in Hanover Hall D | | | | |
|
|
Panelist: Zhike Lei, Pepperdine U.
Panelist: John S Carroll, Massachusetts Institute of Technology
Panelist: Amy C. Edmondson, Harvard U.
Panelist: Rangaraj Ramanujam, Vanderbilt U.
Panelist: Paul Verdin, Solvay Business School
Panelist: Jan Hagen, ESMT European School of Management and Technology
Panelist: David A Hofmann, U. of North Carolina, Chapel Hill Organizer: Vincent Giolito, ULB - Solvay Brussels School of Economics and Management |
Our current environment has been typified as Volatile, Uncertain, Complex and Ambiguous or VUCA (e.g., Bennett & Lemoine, 2014; Horney, Pasmore, & O'Shea, 2010) – even before largely unpredicted developments in the political arena such as Brexit and the US presidential election. It may be argued that organizations themselves become VUCA, witness the accelerating pace at which firms rise and fall (Govindarajan & Srivastava, 2016).
In that context, more and more decisions may be analyzed as errors in the making, as errors refer to "unintended and potentially avoidable deviations from organizationally specified goals and standards" (Lei, Naveh, & Novikov, 2016: 2). Insofar as errors may challenge critical organizational goals and resources, strategic error management becomes a critical challenge for leaders including top executives. Errors are pervasive at all levels of organizations (Hunter, Tate, Dzieweczynski, & Bedell-Avers, 2011; Makary & Daniel, 2016; Panko, 2008), and as we are shifting from managing stable operations to managing innovation and change, errors come in increasing numbers and kinds, with opportunities to learn from them. Errors can no longer be avoided by enforcing stability on organizations; instead, they must be managed as part of the innovation, growth, learning, and change process.
This thought- provoking symposium brings together international scholars who share the idea that research on organizational errors and error management may provide insights and inform leaders at the strategic level. Our panelists will offer conclusions from recent research that will interest both scholars and practitioners in this under-explored area, and spark a debate on how to better detect, report and ultimately manage errors, for the benefit of not only organizations themselves, but also hopefully the society at large. |
| Search Terms: Strategic Errors | Error Management | Executive management |
*** apologies for late & cross-posting ***
Vincent
- - -
Dr. Vincent Giolito,
Senior Researcher
Solvay Brussels School of Economics & Management - Université libre de Bruxelles
Av. Franklin Roosevelt 50 - B-1050 BRUXELLES
Mobile: + 32 460 97 30 42 - Direct: +32 2 650 68 31