1 Feldman and Pentland (2003) discuss the ‘ostensive’ and ‘performative’ aspects of routines. What do they mean by this and how might this help us think about organisational change? Critically discuss
2 How might theoretical approaches to attitudes help facilitate organisational change? Critically discuss using examples introduced in the module
3 Outline the origins of Organisational Development (OD) as a planned approach to change and critically discuss whether it has a future
4 Drawing on one or more of the psychodynamic approaches outlined in the module critically discuss how this/these might help you think about organisational change
5 Outline the perspective of ‘sensemaking’ and critically discuss how this might help think about organisational change initiatives
6 Is there a relationship between planned and emergent approaches to change? Critically discuss
7 Drawing on complexity theory and complex thinking critically discuss how the ‘butterfly effect’ might help us understand notions of emergent change
Organizational routines are the patterns of behavior and actions that individuals and groups follow in their daily work. These routines help organizations to maintain stability, consistency, and predictability. However, they can also be an obstacle to change and innovation. In their seminal work, Feldman and Pentland (2003) proposed a conceptual framework for understanding the nature of routines in organizations, distinguishing between two types of routines: ostensive and performative.
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