Inclusive design as a precursor of openness – capturing the 'sparkle' of strategy making in a children's hospice

Research output: Contribution to conferencePaper

Abstract

Strategy making is a process often shrouded in mystery in the realm of senior management, however there is a move to understand what happens when the process is more open and others are involved in strategy making. The purpose of this research is to explore the effect inclusive activities have on the strategy making process. This research adopts an engaged scholarship methodology working with a case of a children’s hospice organisation to implement an inclusive approach to making strategy, and to observe the effects. The major conclusion of this research is that inclusive design allows openness to be achieved but that openness shifts and moves in intensity flowing through the strategy making process. This research also shows that the outcome (i.e. content) of a participative and inclusive process appears to be authentic to the organisation with the words of the actors being retained.

Conference

Conference35th European Group of Organization Studies Colloquium
Abbreviated title35th EGOS Colloquium
CountryUnited Kingdom
CityEdinburgh
Period3/07/196/07/19

Fingerprint

Openness
Hospice
Strategy-making
Senior management
Methodology

Keywords

  • strategy making
  • children's hospice
  • organisational politics

Cite this

Smith, M. (2019). Inclusive design as a precursor of openness – capturing the 'sparkle' of strategy making in a children's hospice. Paper presented at 35th European Group of Organization Studies Colloquium, Edinburgh, United Kingdom.
Smith, Marisa. / Inclusive design as a precursor of openness – capturing the 'sparkle' of strategy making in a children's hospice. Paper presented at 35th European Group of Organization Studies Colloquium, Edinburgh, United Kingdom.30 p.
@conference{b2025be624a54baf9b990a6f113a2790,
title = "Inclusive design as a precursor of openness – capturing the 'sparkle' of strategy making in a children's hospice",
abstract = "Strategy making is a process often shrouded in mystery in the realm of senior management, however there is a move to understand what happens when the process is more open and others are involved in strategy making. The purpose of this research is to explore the effect inclusive activities have on the strategy making process. This research adopts an engaged scholarship methodology working with a case of a children’s hospice organisation to implement an inclusive approach to making strategy, and to observe the effects. The major conclusion of this research is that inclusive design allows openness to be achieved but that openness shifts and moves in intensity flowing through the strategy making process. This research also shows that the outcome (i.e. content) of a participative and inclusive process appears to be authentic to the organisation with the words of the actors being retained.",
keywords = "strategy making, children's hospice, organisational politics",
author = "Marisa Smith",
year = "2019",
month = "7",
day = "4",
language = "English",
note = "35th European Group of Organization Studies Colloquium : Enlightening the Future: The Challenge for Organizations, 35th EGOS Colloquium ; Conference date: 03-07-2019 Through 06-07-2019",

}

Smith, M 2019, 'Inclusive design as a precursor of openness – capturing the 'sparkle' of strategy making in a children's hospice' Paper presented at 35th European Group of Organization Studies Colloquium, Edinburgh, United Kingdom, 3/07/19 - 6/07/19, .

Inclusive design as a precursor of openness – capturing the 'sparkle' of strategy making in a children's hospice. / Smith, Marisa.

2019. Paper presented at 35th European Group of Organization Studies Colloquium, Edinburgh, United Kingdom.

Research output: Contribution to conferencePaper

TY - CONF

T1 - Inclusive design as a precursor of openness – capturing the 'sparkle' of strategy making in a children's hospice

AU - Smith, Marisa

PY - 2019/7/4

Y1 - 2019/7/4

N2 - Strategy making is a process often shrouded in mystery in the realm of senior management, however there is a move to understand what happens when the process is more open and others are involved in strategy making. The purpose of this research is to explore the effect inclusive activities have on the strategy making process. This research adopts an engaged scholarship methodology working with a case of a children’s hospice organisation to implement an inclusive approach to making strategy, and to observe the effects. The major conclusion of this research is that inclusive design allows openness to be achieved but that openness shifts and moves in intensity flowing through the strategy making process. This research also shows that the outcome (i.e. content) of a participative and inclusive process appears to be authentic to the organisation with the words of the actors being retained.

AB - Strategy making is a process often shrouded in mystery in the realm of senior management, however there is a move to understand what happens when the process is more open and others are involved in strategy making. The purpose of this research is to explore the effect inclusive activities have on the strategy making process. This research adopts an engaged scholarship methodology working with a case of a children’s hospice organisation to implement an inclusive approach to making strategy, and to observe the effects. The major conclusion of this research is that inclusive design allows openness to be achieved but that openness shifts and moves in intensity flowing through the strategy making process. This research also shows that the outcome (i.e. content) of a participative and inclusive process appears to be authentic to the organisation with the words of the actors being retained.

KW - strategy making

KW - children's hospice

KW - organisational politics

UR - https://www.egosnet.org/2019_edinburgh/colloquium

M3 - Paper

ER -

Smith M. Inclusive design as a precursor of openness – capturing the 'sparkle' of strategy making in a children's hospice. 2019. Paper presented at 35th European Group of Organization Studies Colloquium, Edinburgh, United Kingdom.