Assignment title: Information


The Problematising Write-up is a 750-word document and is the second written component of the CAL Project. This write-up summarises how your workplace-based issue was problematised over the preceding weeks of this module and how the problematising process impacted the final statement of this issue as a workplace-based problem. This stage of problematising is an opportunity to reframe your present understanding of the workplace-based problem you identified initially by applying the literature and learning from the module, your Critical Literature Review, and Learning Set discussions to the problematising process. As a result of the problematising process, address the following in your write-up: • How has your workplace-based problem been redefined as a result of the problematising process? • How has your Critical Literature Review and other resources from the module supported your approach to solving your identified problem? • How have your desired outcomes, both organisationally and personally, evolved as a result of learning and Learning Set discussions in this module thus far? • How have the ideas and practices covered so far in this module influenced how you would go about understanding, resolving and implementing solutions to your work-based problem? • How will you move forward in the problem-solving process for your final CAL report? Refrences • Brockner, J. & James, E.H. (2008) 'Toward an understanding of when executives see crisis as opportunity', Journal of Applied Behavioral Science, 44 (1), pp.94–115. Available from: http://openurl.ac.uk.ezproxy.liv.ac.uk/?title=Journal+of+Applied+Behavioral+Science&volume=44&issue=1&spage=94&date=2008 (Accessed: 08 May 2013) • Isabella, L.A. (1990) 'Evolving interpretations as a change unfolds: how managers construe key organizational events', Academy of Management Journal, 33 (1), pp.7–41. Available from: http://openurl.ac.uk.ezproxy.liv.ac.uk/?title=Academy+of+Management+Journal&volume=33&issue=1&spage=7&date=1990 (Accessed: 08 May 2013) • Luscher, L.S. & Lewis, M.W. (2008) 'Organizational change and managerial sensemaking: working through paradox', Academy of Management Journal, 51 (2), pp.221–240. Available from: http://openurl.ac.uk.ezproxy.liv.ac.uk/?title=Academy+of+Management+Journal&volume=51&issue=2&spage=221&date=2008 (Accessed: 08 May 2013) • Palmer, I. & Dunford, R. (2008) 'Organizational change and the importance of embedded assumptions', British Journal of Management, 19 (S1), pp.S20–S32. Available from: http://openurl.ac.uk.ezproxy.liv.ac.uk/?title=British+Journal+of+Management&volume=19&issue=s1&spage=s20&date=2008 (Accessed: 08 May 2013) • Carmeli, A. & Schaubroeck, J. (2008) 'Organisational crisis-preparedness: The importance of learning from failures', Long Range Planning: International Journal of Strategic Management, 41 (2), pp.177–196. Available from: http://openurl.ac.uk.ezproxy.liv.ac.uk/?genre=article&isbn=&issn=00246301&title=Long+Range+Planning&volume=41&issue=2&date=20080401&atitle=Organisational+Crisis-Preparedness%3a+The+Importance+of+Learning+from+Failures&aulast=Carmeli%2c+A.&spage=177&sid=EBSCO:ScienceDirect&pid (Accessed: 08 May 2013) • McConnell, A. & Drennan, L. (2006) 'Mission impossible? Planning and preparing for crisis', Journal of Contingencies & Crisis Management, 14 (2), pp.59–70. Available from: http://openurl.ac.uk.ezproxy.liv.ac.uk/?title=Journal+of+Contingencies+%26+Crisis+Management&volume=14&issue=2&spage=59&date=2006 (Accessed: 08 May 2013) • Paraskevas, A. (2006) 'Crisis management or crisis response system?: A complexity science approach to organizational crises', Management Decision, 44 (7), pp.892–907. Available from: http://openurl.ac.uk.ezproxy.liv.ac.uk/?title=Management+Decision&volume=44&issue=7&spage=892&date=2006 (Accessed: 08 May 2013) • Pearson, C.M. & Clair, J.A. (1998) 'Reframing crisis management', Academy of Management Review, 23 (1), pp.59–76. Available from: http://openurl.ac.uk.ezproxy.liv.ac.uk/?title=Academy+of+Management+review&volume=23&issue=1&spage=59&date=1998 (Accessed: 08 May 2013) • Weick, K.E. (1988) 'Enacted sensemaking in crisis situations', Journal of Management Studies, 25 (4), pp.305–317. Available from: http://openurl.ac.uk.ezproxy.liv.ac.uk/?title=Journal+of+Management+Studies&volume=25&issue=4&spage=305&date=1988 (Accessed: 08 May 2013) • Caldwell, R. (2003) 'Models of change agency: a fourfold classification', British Journal of Management, 14 (2), pp.131–142. Available from: http://openurl.ac.uk.ezproxy.liv.ac.uk/?title=British+Journal+of+Management&volume=14&issue=2&spage=131&date=2003 (Accessed: 08 May 2013) • Dooley K.J. (1997) 'A complex adaptive systems model of organizational change', Nonlinear Dynamics, Psychology, and Life Science, 1 (1), pp.69–97. • Gioia, D.A. & Chittipeddi, K. (1991) 'Sensemaking and sensegiving in strategic change initiation', Strategic Management Journal, 12 (6), pp.433–448. Available from: http://openurl.ac.uk.ezproxy.liv.ac.uk/?title=Strategic+Management+Journal&volume=12&issue=6&spage=433&date=1991 (Accessed: 08 May 2013) • Van de Ven, A.H. & M.S. Poole (1995) 'Explaining development and change in organizations', Academy of Management Review, 20 (3), pp.510–540. Available from: http://openurl.ac.uk.ezproxy.liv.ac.uk/?title=Academy+of+Management+Review&volume=20&issue=3&spage=510&date=1995 (Accessed: 08 May 2013) • Weick, K.E. & Quinn, R.E. (1999) 'Organizational change and development', Annual Review of Psychology, 50, pp.361–386. Available from: http://openurl.ac.uk.ezproxy.liv.ac.uk/?title=Annual+Review+of+Psychology&volume=50&issue=&spage=361&date=1999 (Accessed: 08 May 2013)