by JOHN CURRAN, JC Associates
John teaches the EPIC Course Leveraging Organizational Culture for Impact. Hope you enjoy this article and check out his course! —ed.
Some years ago a renowned UK-based charity invited me to help them understand why their legacy donations had flat lined for two years. The conventional wisdom had been that charitable donations had decreased as a result of the financial crisis in 2008. But when a statistical analysis showed that donations to other, similar sized charities were in fact increasing, they realized the problem was not just macroeconomics. The charity wanted new insights to explain their stagnation.
Organizations generally hire ethnographers to help them understand the world “out there,” and that was the brief my contract client produced. But delivering insights is not the same as creating value. I quickly discovered that for insights to matter, the scope of my project—from kick-off to signoff—would have to include the client’s organizational culture as well.
The charity wanted...
Abilene Christian University
MARY YOKO BRANNEN
University of Victoria
Showcasing a sixteen-month ethnographic study of a coalition to end homelessness in Western Canada, we show how the integration of two theoretical perspectives—institutional logics and negotiated culture—can be used as complementary, yet distinct lenses to better inform the practice of cross sector partnerships which tackle the world’s wicked problems. In doing so, we highlight how we were able to holistically capture the meaning systems at work in such multi-faceted partnerships resulting in a better understanding of how partnerships can work across difference to affect positive social change. In particular, we capture how multiple stakeholders make sense of a partnership’s identity in a variety of different ways based upon meaning systems with which they identify at multiple levels as well as how they enact bridging skills across meaning-related boundaries to promote more effective partner interface.
Keywords: cultural dynamics, negotiated...
ALLEN W. BATTEAU
Wayne State University GLADIS CECILIA VILLEGAS
Universidad de Medellin
Since the 1980s, it has generally been accepted that corporations have cultures, and that corporate culture bears an important, if poorly understood, relationship to corporate performance. Figuring out how to measure, fine-tune, and adjust corporate culture has been a cottage industry within management consulting ever since, employing numerous psychologists, sociologists, management theorists, communication specialists, and occasionally anthropologists. Corporate cultures have been variously characterized as strong, weak, open, closed, flexible, rigid, innovative, traditional, or (more typically) some mélange of all of these. To better understand the relationship between corporate culture and corporate performance, perhaps it would be better to understand culture as a living, breathing entity, not a museum specimen to be examined under laboratory conditions – ethnographically, that is, in a natural rather than artificial environment.
EMIL STIGSGAARD FUGLSANG
ReD Associates Download PDF
This tutorial will provide you with a foundational understanding of how businesses operate from financial, organizational, and strategic standpoints. However, rather than providing you with only a list of terminologies or a toolbox of frameworks, the goal of this course is to help participants gain an intuition around how to think like a business – especially when coming from a social science background and practice.
The course is designed for social scientists, designers, academics, corporate innovation teams, and other non-MBA professionals looking to enter the corporate world or make a bigger impact in their organizations. Throughout the course, participants will learn how to feed this knowledge back into their own work and ethnographic approaches, particularly around framing a project and turning insights into credible and impactful recommendations. Using Whole Foods as a case study, this course will cover:...
by KATE SIECK (RAND Corporation) & LAURA A. MCNAMARA (Sandia National Laboratories); EPIC2016 Paper Committee - Ethnography/Organizations & Change Curators
Praxis is the bringing-to-life of a theory or philosophical position. It is the practical application of lessons learned through study and reflection. It is not simply what you do, it’s why you do it. Thus as the organization that specializes in ethnographic praxis in industry, we are the translators of ethnographic theory into action when applied to organizations and their cultures.
As the discipline which specializes in the nuanced and contextual understanding of culture, ethnography offers a much-needed voice in these discussions. However, organizational science has tended to be dominated by industrial/organizational psychology, business management research, sociology and economics. In the resulting literature, ethnographic methods are often lumped into the category of “qualitative organizational research,” subsuming organizational anthropology to the more established...
by LAURA A. MCNAMARA, Sandia National Laboratories
[this is one of two posts on sensemaking; see also the companion piece Sensemaking Methodology by Peter Jones]
Sensemaking is a term that gets thrown around a lot without much consideration about where the concept came from or what it really means. If sensemaking theory is democratizing, that’s good thing. Most anthropologists recognize that ethnography is a joint co-creation with our interlocutors. Our accounts, as well as the theory, framework and methods underlying those accounts, should be accessible to the people who help us create them. Sociologists recognize this principle, too: in his gorgeous essay Social Things (which you should read if you haven’t already), Charles Lemert reminds us that social science articulates our native social intelligence through instruments of theory, concepts, methods, language, discourse, texts. Really good sociology and anthropology sharpen that intelligence. They’re powerful because they enhance our understanding of what it means to...