CERES :: Browsing by Author "Kutsch, Elmar"

Browsing by Author "Kutsch, Elmar"

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Open Access
Anticipatory and retrospective sensemaking during unfolding organizational crises.
(2017-11) Runswick, Fionnuala Eilín; Kutsch, Elmar; Denyer, David
Existing research on sensemaking during organizational crises has identified retrospective processes in which actors give meaning to what has happened, thus reducing uncertainty and enabling action. While sensemaking is generally considered to be retrospective, several scholars dispute that sensemaking is exclusively a past-oriented process. Klein, Snowden and Pin (2007, 2011) have recently proposed a future-oriented anticipatory sensemaking process that involves the preparation and enactment of a course of action to avert a predicted threat during an organizational crisis. The topic of future-oriented sensemaking remains an on-going debate in the sensemaking literature. This research attempts to contribute to this debate by offering a deeper understanding of the forms, temporal orientation and interaction of the sensemaking processes during unfolding organizational crises. The research approach involved semi-structured interviews with twenty people from fourteen organizations across nine different industries and three continents. There are three novel contributions from this research. The first contribution is the integrative model of anticipatory and retrospective sensemaking during unfolding crises that was synthesised from the literature and evidenced in the empirical data. The second contribution is the model of anticipatory sensemaking processes during unfolding organizational crises, which was derived from the literature and enhanced based on the findings from the empirical study. In identifying future-oriented anticipatory sensemaking processes during unfolding organizational crises, the findings provide evidence for the counter-argument to the key ontological assumption that sensemaking is exclusively a retrospective process. The third contribution is that the actors created collective organizing structures during the unfolding crises, which enabled them to make sense and take action. The findings and contributions from this research have implications for both theory and practice.
Open Access
Chapter 5: Following procedures, processes, or policies
(Routledge, 2022-12-30) Kutsch, Elmar
This book provides a guide to navigating the paradoxical tensions of organisational resilience and presents a framework to aid individuals and businesses to become more open-minded, flexible, and mindful in managing the unexpected. The book offers the reader pragmatic and insightful means to achieve a ‘state’ of organisational resilience, making use of current research data that shows how managers anticipate and respond to actual and near-miss incidents. Grounded in the day-to-day reality of managers, the goal of this book is to offer a unique theoretical framework as a platform for practical application for the improvement of organisational outcomes. It provides insights into ten key capabilities that enable the reader to set up a successful program of organisational resilience, taking a cross-cutting approach and focusing on implementation while having solid foundations in theory. This is an ideal book for advanced students and executive education courses in risk management, crisis management, and business continuity, as well as thoughtful practitioners.
Open Access
Constructing safety: reconciling error prevention and error management in oil & gas and petrochemicals operations
(Academy of Management, 2021-03-29) Cowley, Charles Ian; Denyer, David; Kutsch, Elmar; Turnbull James, Kim
On the basis of a qualitative study of three different operational oil and gas and petrochemical sites, in the Middle East, Asia-Pacific and Europe, we examine how actors construe error prevention and error management and how they reconcile these approaches in their everyday practice. Our repertory grid data reveal that actors recognise the importance of error prevention, but also appreciate that emergent and unexpected issues require error management in order to trap, address or mitigate problems in the making. Errors are also regarded to play an important role in adaptation, innovation and learning. However, our interview data and analysis of incident investigation reports reflect a narrower range of factors and indicates a strongly institutionalised predisposition towards error prevention. There are practical implications for the management of process safety and for incident analysis, which may be overlooking the importance of error management, and also for individuals at the sharp end who may be coping with the gap between what they believe is important in terms of process safety and what they bring to the surface, share and document.
Open Access
Cultural influences moderating learners’ adoption of serious 3D games for managerial learning
(Elsevier, 2019-07-29) Siala, Haytham; Kutsch, Elmar; Jagger, Suzy
Purpose The purpose of this paper is to investigate whether learners from different cultures adopt a serious 3D game to facilitate the learning of transferable managerial skills (ethics) and knowledge. Design/methodology/approach A cross-sectional, cross-country survey study (n=319) was conducted recruiting participants from one North American and two British universities. The survey data and the conceptual model have been analysed and tested using confirmatory factor analysis and structural equation modelling. Findings Participants displayed positive attitudes towards the 3D game and responded positively to theory presented as “real-life” scenarios; gamification techniques such as interactions and dialogue, and rewards and progression levels, which are part of the game, albeit the participants’ adoption was driven more by extrinsic motivations (rewards) than intrinsic ones (ease of use and entertainment). In addition, the empirical results suggest that when gender is taken into account, the perceptions and needs of cross-cultural learners in serious gaming environments vary and display characteristics that are similar to Rogers’ five adopter categories; thus, culture could significantly shape learners’ decisions to adopt a serious game as a managerial learning tool. Research limitations/implications For future researchers, this paper highlights various levels of training, support and promotional awareness that need to be considered to facilitate the adoption of serious games for managerial learning. Practical implications For academics and practitioners in work-based learning and managerial training environments, this paper highlights the salient factors that need to be inherent in a serious 3D game, and best practices for scaffolding existing instructional approaches or training interventions. Originality/value In light of Rogers’ five adopter categories, this cross-country study involving culturally diverse learners provides key insight into the potential application of serious games as a practice-based learning instrument in academia and industry.
Open Access
Deliberate ignorance in project risk management
(Elsevier Science B.V., Amsterdam., 2010-04-01T00:00:00Z) Kutsch, Elmar; Hall, Mark L.
The management of project risk is considered a key discipline by most organisations involved in projects. Best practice project risk management processes are claimed to be self-evidently correct. However, project risk management involves a choice between which information is utilized and which is deemed to be irrelevant and hence excluded. Little research has been carried out to ascertain the manifestation of barriers to optimal project risk management such as 'irrelevance'; the deliberate inattention of risk actors to risk. This paper presents the results of a qualitative study of IT project managers, investigating their reasons for deeming certain known risks to be irrelevant. The results both confirm and expand on Smithson's [Smithson, M., 1989. Ignorance and Uncertainty. Springer-Verlag, New York] taxonomy of ignorance and uncertainty and in particular offer further context related insights into the phenomenon of 'irrelevance' in project risk management. We suggest that coping with 'irrelevance' requires defence mechanisms, the effective management of relevance as well as the setting of, and sticking to priorities. (C) 2009 Elsevier Ltd and IPMA. All rights reserved.
Open Access
The effect of intervening conditions on the management of project risk
(Emerald, 2008-12-01T00:00:00Z) Kutsch, Elmar
Purpose – The purpose of this paper is to highlight the main findings of a successfully defended doctoral thesis that studied factors or interventions causing the discrepancy between how adequate project risks should be managed and how project risks are actually managed. Design/methodology/approach – The approach involved interviews and a survey using questionnaires gathered data from project managers about their experiences with project risk management during two phases of fieldwork. The first phase included in-depth interviews with information technology (IT) project managers in order to explore patterns involving risk mediators and their influence on project risk management. A web- based survey was used in the second phase for the purpose of testing these patterns on a wider range of project managers. Findings – Specific risk-related interventions strongly influence the effective use of project risk management: project managers tended to deny, avoid, ignore risks and to delay the management of risk. Risks were perceived as discomforting, not agreed upon. IT project managers were unaware of risks and considered them to be outside their scope of influence and preferred to let risks resolve themselves rather than proactively engaging with them. As a consequence, factors such as the lack of awareness of risks by IT project managers appeared to constrain the application of project risk management with the result that risk had an adverse influence on the outcome of IT projects. Practical implications – The underlying rational assumptions of project risk management and the usefulness of best practice project risk management standards as a whole need to be questioned because of the occurrence of interventions such as the lack of information. IT project managers should first prevent risk-related interventions from influencing the use of project risk management. However, if this is not possible, they should be prepared to adapt to risks influencing the project outcome. Originality/value – The paper contradicts the myth of a “self-evidently” correct project risk management approach. It defines interventions that constrain project manager’s ability to mana
Open Access
Exploring reliability in information systems programmes
(Elsevier Science B.V., Amsterdam., 2011-05-31T00:00:00Z) Denyer, David; Kutsch, Elmar; Lee-Kelley, Liz; Hall, Mark L.
The recent epidemic of information systems (ISs) programme failures worldwide suggests that the effective management of programmes to cope with uncertainty and achieve mission in the medium term remains a key challenge. Research into high reliability organisations (HROs) has shown that it is possible to avoid, trap and mitigate the risks inherent in complex socio-technical systems. Studies of HROs originally focused on the operation of high risk technologies but have begun to explore other situations that present a similar need for reliable performance. One such environment is the IS programme. By comparing and contrasting the salient features of programme environments and HROs and presenting an in-depth case study with two embedded units of analysis (two troubled IS programmes), we aim to contribute to the ongoing debate about IS programme failure and to the theoretical development of programme reliability.
Open Access
Hits and (near) misses: Exploring managers’ actions and their effects on localised resilience
(Elsevier, 2019-11-29) Turner, Neil; Kutsch, Elmar; Maylor, Harvey; Swart, Juani
Resilience is clearly a desirable attribute, but characterising it is challenging, especially as it can be understood either as the response to an incident, or its successful avoidance. Individual- and organizational-level resilience are established fields of study, whereas mid-range, managerial-level, evidence of how ‘localised’ resilience (e.g. in the department, work unit or project) is achieved is lacking. We ask the question ‘What do managers do to support resilience?’ We report on a study carried out with senior staff from five major UK-based organizations. From our qualitative data investigating critical incidents and ‘near-misses’, we unpack the key (ongoing) actions that managers undertake, and show that these can be understood as a complex interweaving of exploitative and exploratory activities. We also identify five response archetypes utilised when an incident occurs. We show the simultaneity of multiple enabling and responding arrangements and, in so doing, uncover the ‘messy’ characteristics over time which enable the awareness and containment of potential and realised adversities, i.e. resilience.
Open Access
How managers frame and make sense of unexpected events in project implementation
(Elsevier, 2021-05-10) Kutsch, Elmar; Djabbarov, Ibrat; Hall, Mark
This paper examines how managers’ framing and sensemaking of unexpected events alters and adapts over time during the course of a major project implementation. By adopting a process ontology, we study the temporal evolution of framing and sensemaking of unexpected events and how they recursively influence each other. We show how over time managers’ sensemaking shifts from one form of sensemaking to another as they frame and reframe events to cope with changes in their environment. Our study contributes in two important ways. First, we contribute to the discussions on framing and sensemaking literature by illustrating how they manifest recursively. In particular, we show how change in framing of events alters the form of sensemaking and how new forms of sensemaking enable actors to reframe their expectations. Second, we contribute to discussions on how project managers cope with unexpected events in large complex projects which may lead to failures or project termination. We show how unexpected events not only disrupt actors’ mental frames of what and how to accomplish as part of project implementation, but also how they rework their expectations to adapt and move forward.
Open Access
Mindful project management: resilient performance beyond the risk horizon
(PM World Journal, 2020-10-31) Kutsch, Elmar
Many authors treat projects with a strongly ‘mechanistic’ approach. The work can be broken down, executed and controlled as a series of interlocking parts. This is the technical, engineering-based conceptualisation, derived from the roots of the subject in large research and development projects. While acknowledging the many benefits of this view, we take a slightly different approach. We, in the book Mindful Project Management: Resilience Performance beyond the Risk Horizon, understand projects as ‘organic’ constructs, living and mindful entities existing for a finite period of time, consisting of people, supported by structures and processes. To continue the biological metaphor, this mindful organism is constantly challenged by environmental adversity. Success depends on remaining resilient, which we view as the ability to mindfully notice, interpret, prepare for, and consistently to contain and recover from such adversity.
Open Access
The paradox of safety - challenging the current paradigms of organisation and leadership in the prevention of disasters from high hazard technology.
(Cranfield University, 2020-10) Cowley, Charles; Denyer, David; Kutsch, Elmar
This qualitative empirical research project has examined the interplay between rule-following and adaptive practice in the safe operation of high hazard technology (‘process safety’) and especially the influence of leadership on the entanglement of these paradoxically different approaches, at three different operational oil & gas and petrochemical sites in the Middle East, Asia-Pacific and Europe. Interviews were conducted with 73 people directly involved in plant operations at these sites, firstly using Repertory Grid technique (Kelly, 1955) to elicit individuals' understanding of process safety through the lens of the unfolding of incidents. A second study used semi-structured interviews to focus on leadership and organization relating to process safety through the lens of Complexity Leadership Theory and Leadership- As-Practice. In a third study a critical review of accident analysis was conducted including the analysis of 194 documents relating to 117 process safety incidents, which was compared with that from the two interview-based studies, and also performed a pilot QCA (Ragin, 1987) to explore the application of this method to analysing process safety accidents. The repertory grid data showed that respondents regard both adaptive and administrative practices as important; however the interview data and analysis of incident investigation reports reflect a narrower range of factors, indicating an institutionalised predisposition towards administrative practices, which can be at odds with respondents’ theory-in- use. There are practical implications for incident investigation processes, which may be overlooking the importance of adaptive practices, for individuals at the sharp end who may be coping with the gulf between what they believe is important and what they bring to the surface, share and document, and for managers who may be constraining the establishment of a climate of psychological safety; all of which may be inhibiting organizational learning that could improve process safety. The research contributes empirical findings that support theories of HRO, System Safety and ‘Safety II’ and support and extend theories of Leadership-As-Practice and Complexity Leadership Theory, and makes recommendations both for research and for management practice.
Open Access
Performers, trackers, lemmings and the lost: Sustained false optimism in forecasting project outcomes - Evidence from a quasi-experiment
(Elsevier Science B.V., Amsterdam., 2011-12-01T00:00:00Z) Kutsch, Elmar; Maylor, Harvey; Weyer, Birgit; Lupson, Jonathan
The consistently successful delivery of projects remains an ambition that many organisations do not achieve. Whilst the reasons behind project failure are many, one recognised factor is the ‘planning fallacy’ – over-optimism in the planning phase of a project. Whilst the planning phase of a project may be a battle for acceptance and resource allocation, the execution phase is a battle for delivery. Based on both qualitative and quantitative data gathered from a project management simulation, this study set out to establish whether optimism bias persists beyond the planning phase and into the execution phase, and, if so, to explore the reasons why. The results confirm the extent and impact of optimism bias in initial project planning. More importantly, the contribution of this study is to demonstrate on-going or sustained false opt
Open Access
Rethinking project reliability using the ambidexterity and mindfulness perspectives
(Emerald, 2016-10-01) Turner, Neil; Kutsch, Elmar; Leybourne, S
Purpose The purpose of this paper is to bring together two seemingly disparate bodies of literature – ambidexterity (the ability both to exploit and explore) and mindfulness – to take a fresh perspective on the management of uncertainty. The authors differentiate between “rule-based” and “mindfulness-based” reliability and explore project risk responses in environments characterised by varying degrees of uncertainty. Design/methodology/approach Five case organisations across a range of industries are used to illustrate how uncertainty may be prepared for and suitable responses activated. This also adds to the understanding of the nature of ambidexterity, which has previously been characterised primarily at the organisational level with relatively few studies looking at managerial actions and “switches” between modes. The data consist of initial survey responses to indicate the level of mindfulness under conditions of normality, followed by interviews studying particular incidents and the nature of the responses. Findings Key practices are identified that support high reliability in complex projects, with four managerial modes (“Traditional”, “Just-in-time”, “Infusion”, and “Entrepreneurial”) that emerged from the data. Practical implications The findings offer managers a practical framework to choose between different modes of reliable performance by considering the uncertainty of the environment and whether the primary driver of the work is efficiency or effectiveness. This allows managers to reflect on their own organisations and practices and identify whether their current approach is suitable. Originality/value This work offers new insight into risk responses in complex environments and shows how the mindfulness and ambidexterity literatures may be used as beneficial lenses to increase understanding. Blending these two schools also offers opportunities for future research.
Open Access
Risk and opportunities management for programmes and projects: A synopsis
(2008-04-01T00:00:00Z) Kutsch, Elmar; Murray-Webster, Ruth; Maylor, Harvey
The purpose of this document is to provide the reader with a synopsis of current thinking in the area of risk and opportunities management in programmes and projects. It forms part of a package delivered to EDS and the thinking described is reflected in the changes recommended to the principles of risk management used in the organisation.
Open Access
Roads to Resilience: Building Dynamic Approaches to Risk to Achieve Future Success
(Airmic, 2014-01-28) Goffin, Keith; Hopkin, Paul; Szwejczewski, Marek; Kutsch, Elmar
In complex and constantly changing business environments with ever more complex risk, one of the key questions that boards ask of themselves is: “What can we do to future-proof ourselves against the growing array of risks?” In a search to answer this question, case study based research, undertaken by Cranfield School of Management on behalf of Airmic, looked at eight leading companies that constantly have to deal with significant uncertainty and risk and yet have survived, maintaining both their reputation and balance sheet. The ways they approach risk management and have achieved resilience was investigated at: AIG, Drax Power, InterContinental Hotels Group, Jaguar Land Rover, Olympic Delivery Authority, The Technology Partnership, Virgin Atlantic and Zurich Insurance.
Open Access
Through a glass darkly
(Institute of Risk Management, 2023-03-13) Kutsch, Elmar
All over the world, companies and governments spend billions of dollars on what is euphemistically called risk management – gathering information about the future state and effect of their environment. Risk management is big business and becoming ever larger despite the worldwide downturn. For example, despite recent cost cutting and staff reductions, banks and broker dealers plan to increase their spending by $100 billion a year implementing risk governance frameworks by 2025. Risk management has been at the heart of organisations and standards in programmes that are promoted globally to increase the chance of success.
Open Access
The Titanic sunk, so what? Project manager response to unexpected events
(Elsevier Science B.V., Amsterdam., 2010-08-31T00:00:00Z) Geraldi, Joana; Lee-Kelley, Liz; Kutsch, Elmar
Projects are inherently uncertain and face unexpected events, from small changes in scope to unforeseen client's bankruptcy. This paper studies how project managers respond to such events and how successful and unsuccessful responses differ from the perspective of the practitioner. We analysed 44 unexpected events faced by 22 experienced project managers in defence and defence-related organisations. The project managers compared two unexpected events that they faced, one that they considered the response successful and the other unsuccessful. We identified three pillars supporting successful responses to unexpected events: (1) responsive and functioning structure at the organisational level, (2) good interpersonal relationship at the group level and (3) competent people at the individual level. The events and respective responses analysed suggest that improvement in project management can be achieved by better managing these three pillars, allowing project and programme managers to "create their own luck". (C) 2009 Elsevier Ltd and IPMA. All rights reserved.
Open Access
Towards an understanding of ‘dynamic ambidexterity’ in supporting managerial resilience
(None, 2018-04-27) Turner, Neil; Kutsch, Elmar; Maylor, Harvey; Swart, Juani
Resilience is clearly a desirable attribute, but characterising it is challenging. Individual- and organizational-level resilience are established fields of study, whereas mid-range, managerial-level, evidence of how resilience is achieved is lacking. In this paper we develop the argument that the ability both to exploit and explore (i.e. ambidexterity) may support, and be a valuable way to analyse, resilience. We ask: ‘What ambidextrous actions support managerial resilience?’ We report on a study carried out with senior staff from five major UK-based organizations. From our qualitative data investigating critical incidents and ‘near-misses’ we first unpack the key actions that managers undertake, categorising them in terms of ‘preparing’, ‘noticing’, ‘identifying’ and ‘determining potential responses’. These contain complex, interwoven, exploitative and exploratory characteristics which enable the awareness and containment of potential adversities, yet these vary over time. We posit that these actions are supported by the ‘dynamics’ of contextual ambidexterity which we identify and illustrate. These findings contribute to both the ambidexterity and resilience literatures and lead to practical considerations for managers.
Open Access
Two world views? How regular and reserve Royal Marines perceive each other
(SAGE, 2023-06-02) Wilkinson, Edith; Kutsch, Elmar; Parry, Emma; Turner, Neil
Effective integration of the Regular and Reserve Armed Forces is essential to operational effectiveness, but evidence suggests that this remains problematic. Past research has focused on the professional values of Regulars and the perceptions that this group holds about Reservists. In this study, we argue that it is necessary to consider the perceptions of both Regulars and Reservists to truly understand the barriers to integration between these elements of Defence. This study investigates what Regular and Reserve Royal Marines see as the important constructs related to each group, through the use of repertory grid technique with 18 Regulars and 16 Reservists. Not only did the Regulars and Reservists in this study see different constructs as important, they also ascribed different constructs to each group. These differences are potentially problematic when aiming to integrate the Regular and Reserve Armed Forces.
Open Access
Unanticipated practice disruption: experiencing purgatory
(Association for Consumer Research, 2020-07-31) Razmdoost, Kamran; Alinaghian, Leila; Kutsch, Elmar