Twentieth International Conference on Knowledge, Culture, and Change in Organizations

Abstract

Change projects across boundaries (across functions, divisions, or even beyond the company walls) are often problematic. We often can’t identify precisely why they are so fraught, nor are we able to penetrate the murky state of affairs in which miscommunication seems to be repeated. This can mean that we fail to capitalize on the expertise of those who are sitting “over the fence,” and we can only wonder at the lost opportunities. It is precisely in these cross-boundary projects that insights from the field of ontology (how humans interact) have so much to offer. They provide us with the conversational technology to navigate our way through the fragile nature of much of the work done in the white spaces between the lines of the organisational chart and beyond company boundaries. This highly practical and interactive session is based on model for making and managing commitments which enables leaders to initiate change initiatives successfully and keep them ‘on track’ in the context of turbulent times. Application of the model will enable participants to understand why cross-boundary projects frequently become ‘unstuck’ or fail; unpack the specific ‘language acts’ or ‘conversational technology’ that we use in the coordination of action; and how these can impact change project implementation..