Kunert Strategies in Failure Management

Scientific Insights, Case Studies and Tools
1. Auflage 2018
ISBN: 978-3-319-72757-8
Verlag: Springer International Publishing
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 345 Seiten, eBook

Reihe: Management for Professionals

This book offers a comprehensive overview of failure in business, management and consulting. It features contributions by experts from diverse fields, who share unique insights from their real-life experiences. Readers will find perspectives from leadership, project management, change management, innovation management, human resource management, counseling, restructuring, entrepreneurship and sports. Each chapter combines the latest empirical findings with relevant case studies, making for a unique book that offers a fascinating exploration of the largely unexplored area of setbacks, pitfalls, flops and disappointments in the business world.  

Sebastian Kunert is a Managing Partner at the consultancy 'artop - Institute' at Humboldt-University Berlin, Germany. Furthermore, he is Professor for Human Resources and Organizational Studies at Business and Information Technology School, Berlin. He graduated in Psychology and received his doctoral degree from Humboldt-University Berlin. His main research interests focus on innovation management ecosystems, organizational culture, leadership, project management, and evaluation.

Zielgruppe

Professional/practitioner

Autoren/Hrsg.

Kunert, Sebastian

Inhaltsverzeichnis

1;Editorial;7
1.1;Reference;8
2;Contents;9
3;About the Authors;11
4;Introduction;29
4.1;The Spectre of Failure;29
4.2;Increase Versus Decrease;29
4.3;Systemic Versus Personalized;31
4.4;For the Worse Versus for the Better;31
4.5;Conclusion;33
4.6;References;33
5;Part I: Failure Inside Companies;35
5.1;Failure in Organizational Change;36
5.1.1;Change in Organizations;36
5.1.2;Failure at the Structural Level;38
5.1.2.1;The Modular Inventory for Organizational Research (modul_or);39
5.1.3;Case Study;40
5.1.4;Failure at the Process Level;42
5.1.4.1;Unfreezing;42
5.1.4.2;Moving;43
5.1.4.3;Re-Freezing;44
5.1.4.4;Case Study;45
5.1.5;Dealing with Failure;46
5.1.5.1;Is Failure Good?;46
5.1.5.2;Which Failures Are Good?;47
5.1.5.3;Who Deals with Failure in Organizational Change?;47
5.1.5.4;Resistance to Organizational Change: Failure Risk or Opportunity?;48
5.1.6;Lessons from Failure;49
5.1.7;References;50
5.1.7.1;Online Resources;52
5.2;Failure in Innovation: Is There Such a Thing?;53
5.2.1;Setting the Scene;53
5.2.2;Want to Succeed in the Twenty-First Century? Innovate!;55
5.2.3;A Word on Fear;58
5.2.4;Failure? But Not As We Know It!;61
5.2.4.1;Failure to Provide Direction;61
5.2.4.2;Case Study;62
5.2.4.3;Failure to Establish a Shared Definition;62
5.2.4.4;Failure to Ensure Required Resources Are Available;63
5.2.4.5;Failure to Experiment and Push Beyond the Immediately Obvious;63
5.2.4.6;Failure to Capture Learning;63
5.2.4.7;Failure to Invite Everyone;64
5.2.4.8;Case Study;64
5.2.4.9;Failure to Ensure Diversity;65
5.2.4.10;Failure to Mitigate Risk;65
5.2.5;Tips and Tools for Minimising Failure;66
5.2.5.1;Consider Context;66
5.2.5.2;Collaborate;66
5.2.5.3;Case Study;67
5.2.5.4;Embrace the Concept of `Sunk Cost´;67
5.2.5.5;Staged Commitment;68
5.2.5.6;Case Study;68
5.2.5.7;Prototype;68
5.2.5.8;Celebrate Failure;69
5.2.6;Closing Thoughts;69
5.2.7;References;69
5.2.7.1;Online Resources;71
5.3;Failure in Projects;72
5.3.1;Failure Rates and Factors in Projects;72
5.3.2;Purpose of Projects;75
5.3.3;Failure in Initiating a Project;76
5.3.4;Failure in Planning a Project;78
5.3.5;Failure in Conducting a Project;80
5.3.5.1;Ill Defined Tasks;80
5.3.5.2;Time;81
5.3.5.3;Team;81
5.3.5.4;Leadership;82
5.3.5.5;Motivation;82
5.3.5.6;Emotion;83
5.3.6;Failure in Transferring a Project;83
5.3.6.1;Project Information;84
5.3.6.2;Organizational Resonance and Decision;85
5.3.7;Dealing with Failure in Projects;85
5.3.8;Failure in Learning from Failure;86
5.3.9;Case study;87
5.3.10;Conclusion;88
5.3.11;References;88
5.3.11.1;Online Resources;91
5.4;Failure in Teams: Why Successful Teams Do Not Fail (So Often);92
5.4.1;Introduction;92
5.4.2;Requirements for Successful Teamwork: What Makes a Successful Team Different?;93
5.4.2.1;Factors of Successful Teamwork;94
5.4.2.2;Factors of Successful Team Processes;94
5.4.2.3;Case Study;94
5.4.2.4;Routine Processes: The Enemy of Innovation;96
5.4.2.5;Case Study;96
5.4.3;Action Regulation of Teams in Critical Situations;97
5.4.4;Case Study;97
5.4.4.1;Information Search, Analysis and Transfer;97
5.4.4.2;Case Study;98
5.4.4.3;Planning and Decision Making;99
5.4.4.4;Case Study;99
5.4.4.5;Reflection and Learning;99
5.4.5;Can Successful Teams be Formed from Unsuccessful Teams?;101
5.4.6;References;102
5.4.6.1;Online Resources;103
5.5;Failure of Leadership;104
5.5.1;Introduction;104
5.5.2;Defining Leadership and Management;105
5.5.2.1;Fail to Develop a Clear Vision and Mission Statement;106
5.5.2.2;Fail to Develop a Results-Driven Organization;107
5.5.2.3;Fail to Recruit and Develop Competent Workers;107
5.5.2.4;Fail to Build a Collaborative Climate;108
5.5.2.5;Case Study;108
5.5.2.6;Fail to Define the Operational Concepts;109
5.5.2.7;Fail to Recognize that Gravity Wins;109
5.5.2.8;Fail to Recognize that Strategies Die;110
5.5.2.9;Fail to Recognize that Virtues Matter;110
5.5.2.10;Fail to be Flexible;111
5.5.2.11;Fail to Assume Responsibility;111
5.5.2.12;Fail to Recognize the Human Nature of the Organizations;112
5.5.2.13;Fail to Create a Culture of Fun;113
5.5.2.14;Case Study;114
5.5.2.15;Fail to Trust Your People;114
5.5.3;Conclusions: The Good, the Bad, and the Ugly;115
5.5.4;References;116
5.5.4.1;Online Resources;119
5.6;Failure in Innovation Decision Making;120
5.6.1;Introduction;120
5.6.2;Failure in Managerial Decision Making;121
5.6.2.1;Innovations as (Cognitive) Psychological Processes;121
5.6.2.2;Innovation Processes as Cognitively Challenging Fields of Action;122
5.6.2.2.1;Novelty;122
5.6.2.2.2;Uncertainty;122
5.6.2.2.3;Complexity;122
5.6.2.2.4;Conflicts;123
5.6.2.2.5;Volatility;123
5.6.2.3;Bounded Rationality in Innovation Decision Making;124
5.6.2.4;Failure Due to Wishful Thinking;124
5.6.2.5;Case Study;124
5.6.2.6;Failure Due to Overconfidence;125
5.6.2.7;Failure Due to the ``Not-Invented-Here´´ Phenomenon;125
5.6.2.8;Failure Due to Inappropriate Project Models;126
5.6.2.9;Failure Due to the Confirmation Bias;126
5.6.2.10;Failure Due to the ``Sunk Cost Fallacy´´;126
5.6.2.11;Case Study;126
5.6.3;Ways to Deal with Biases;127
5.6.4;Conclusion;128
5.6.5;References;129
5.6.5.1;Online Resources;131
5.7;Failure in Personnel Development;132
5.7.1;Introduction;132
5.7.2;The Transfer-Problem: Literature Review;133
5.7.3;Diagnostics;134
5.7.3.1;Interventions;136
5.7.3.2;Case Study;140
5.7.4;Conclusion;142
5.7.5;References;142
5.7.5.1;Online Resources;144
5.8;Failure in Startup Companies: Why Failure Is a Part of Founding;145
5.8.1;Introduction;145
5.8.2;Why Do Foundations Fail?;147
5.8.2.1;EXIST Study;147
5.8.2.2;Study of CB Insights;149
5.8.2.3;Study of the Startup Genome Project;149
5.8.2.4;Study of the DIHK;150
5.8.3;Internal and External Reasons for the Failure of Company Foundations;151
5.8.3.1;Internal Reasons;151
5.8.3.1.1;Individual Reasons and Reasons Within the Team;152
5.8.3.1.2;Development ``Past the Market´´, Presented by the Example of Why-Own-It;154
5.8.3.1.3;``Bad Marketing´´, Presented by the Example of Segway;155
5.8.3.2;External Reasons;155
5.8.3.2.1;``Lacking Capital´´, Presented by the Example of Webvan;156
5.8.3.2.2;``Incorrect Time for the Product´´, Presented by the Example of boo.com;156
5.8.3.2.3;``Overtaken by the Competition´´ Using the Example of studiVZ;157
5.8.4;The Different Culture of Failure;158
5.8.5;What Do We Learn from It?;162
5.8.6;References;162
5.8.6.1;Online Resources;164
5.9;Failure in Public Relations: Non-profit Organizations Facing Growing Challenges;165
5.9.1;Case Study;165
5.9.2;Legitimacy;166
5.9.3;The Special PR Risks NPOs Face;166
5.9.4;Crucial Conflicts;168
5.9.5;How NPOs Can Respond to PR Crises;168
5.9.6;Risks: Discrepancies and Trust;169
5.9.6.1;Discrepancy Risks;169
5.9.6.2;Trust Risks;170
5.9.7;Public Trust: License to Operate;171
5.9.8;Scandals and Frames: Forms of Failure;172
5.9.9;Framing;173
5.9.10;Short Skill Set for Public Relations in Times of Trouble;174
5.9.10.1;Worst Frame Scenario;175
5.9.10.2;De-framing/Re-framing;175
5.9.10.3;Story;175
5.9.10.4;Protagonists;176
5.9.10.5;Timing;176
5.9.10.6;Case Study;176
5.9.11;References;177
5.9.11.1;Online Resources;178
5.10;Failure in Intercultural Cooperation;179
5.10.1;References;182
6;Part II: Failure Beyond Companies;183
6.1;Failure in Consulting: Consultation Cannot Fail!;184
6.1.1;In Lieu of an Introduction: Anticipation of the Bottom Line;184
6.1.2;Case Study;185
6.1.3;Customers and/or Clients: The Inversion of Dependency;187
6.1.4;Success and/or Failure: Who Decides the Outcome?;188
6.1.5;Methodology and Flow: Structuring Laissez-Faire;188
6.1.5.1;Methodological Handles;188
6.1.5.2;The Order of Space and Time;189
6.1.5.3;Free-Floating;189
6.1.6;Distance and Closeness: The Affection Trap;190
6.1.6.1;Too Much Distance;191
6.1.6.2;Too Much Closeness;191
6.1.6.3;Primary Frustration and Secondary Satisfaction;191
6.1.6.4;How Much Longer? How Much Consulting Can One Take?;192
6.1.7;Knowledge and Ignorance: Searching for Information;193
6.1.7.1;Searching for Information: The Curiosity Drive;193
6.1.8;Variety of Consultation and/or Exclusive Consultation: Consultation Failing Because of Consultation;195
6.1.9;Case Study;195
6.1.10;Case Study;196
6.1.11;Can Consultation Fail?;196
6.1.12;References;197
6.1.12.1;Online Resources;197
6.2;Failure in Coaching: Between Professional Craft and the Art of Creating a Relationship;198
6.2.1;Introduction;198
6.2.2;Professional Coaching in Organizations;198
6.2.3;Relationships, Multiple Perspectives, and Context in Coaching;201
6.2.4;Clarify, Clarify, Clarify;205
6.2.4.1;Do I Feel Safe?;206
6.2.4.2;Do I Feel Secure When Communicating with the Other Person?;206
6.2.4.3;Does our Relationship Have a Quality of Its Own?;206
6.2.4.4;Are We Compatible with Regard to Emotional, Content-Related, and Temporal Factors?;208
6.2.4.5;Do We Work Together in a Focused, Attentive Manner?;208
6.2.4.6;Can My Needs be Addressed and the Other´s Too?;208
6.2.4.7;Has a Distribution of Roles Arisen that Corresponds to the Context?;208
6.2.4.8;Do We Show Each Other How We Are Amazed, Thoughtful, or Empathetic?;209
6.2.4.9;Is Our Relationship Developing?;209
6.2.4.10;Do We Both Benefit from the Encounter?;209
6.2.4.11;Can We Talk About Our Communication?;209
6.2.5;Outlook;210
6.2.6;References;210
6.2.6.1;Online Resources;212
6.3;Failure of Networks and Network Management;213
6.3.1;Introduction;213
6.3.2;A Network Concept Far Too Broad;214
6.3.3;The Specific Network Concept;215
6.3.4;Case study;216
6.3.4.1;Network Pillar 1: Negotiation Through Mediation and Moderation;217
6.3.4.2;Network Pillar 2: Trust Based on Common Culture;218
6.3.4.3;Network Pillar 3: Flexibility Through Change and Innovation;219
6.3.5;From Network to Network Management and Its Failure;221
6.3.5.1;Failure 1: The Mindset of Classical Management;221
6.3.5.2;Failure 2: External Network Management;222
6.3.5.3;Failure 3: Network as a Formal Structure;223
6.3.5.4;Failure 4: Retreat to the Back Office;224
6.3.5.5;Failure 5: Latent Conflicts, No Negotiation;224
6.3.5.6;Failure 6: No De-personalization;225
6.3.5.7;Failure 7: Only Trust and No Distrust;226
6.3.6;Summary;228
6.3.7;References;228
6.4;Failure in Volunteer Work: A Call for Strategic Volunteer Management;232
6.4.1;Introduction;232
6.4.2;Theoretical Background: Volunteering and Human Motivation;234
6.4.3;Ways to Fail in the Non-profit Sector: Three Levels of Analysis;236
6.4.3.1;Task-Related Characteristics;236
6.4.3.1.1;Role Ambiguity;236
6.4.3.1.2;Case Study 1;237
6.4.3.1.3;Unmet Role Expectations;237
6.4.3.1.4;Case Study 2;238
6.4.3.1.5;Case Study 3;238
6.4.3.1.6;Psychological Contracts and Illegitimate Tasks;238
6.4.3.1.7;Case Study 4;239
6.4.3.1.8;Lack of Matching Between Volunteers´ Skills and Job Tasks;239
6.4.3.1.9;Case Study 5;240
6.4.3.2;Social Characteristics;240
6.4.3.2.1;Lack of Recognition;240
6.4.3.2.2;Case Study 6;241
6.4.3.2.3;Lack of Social Support;241
6.4.3.3;Structural Characteristics;242
6.4.3.3.1;Lack of Vision and Goal-Setting;242
6.4.3.3.2;Lack of Strategic Planning in Terms of Diversity and Changing Work Environment;243
6.4.4;Recommendations;244
6.4.5;Conclusion;247
6.4.6;References;247
6.4.6.1;Online Resources;250
6.5;Failure in Public Institutions: Characteristics of Organizational Culture in the Military;251
6.5.1;Failure and Success: Logic of the Military;251
6.5.2;Hot Failure;252
6.5.2.1;Failure in War;253
6.5.2.2;Failure in Seizing Power;253
6.5.2.3;Failure as Process of Disintegration;254
6.5.3;Cold Failure;255
6.5.3.1;Failure in Management;255
6.5.3.2;Failure in Group Cohesion;256
6.5.3.3;Failure as a Lack of Identity;257
6.5.4;Breakfast in the Culture Club;257
6.5.5;Conclusion;258
6.5.6;References;258
6.5.6.1;Online Resources;259
6.6;Failure in Health: Burnout as an Intuitive Competence for Setting Health-Conducive Personal Boundaries;260
6.6.1;Words and Other Focussing Measures Produce Reality;260
6.6.2;Concepts Shape Relationships with Experience;261
6.6.3;Favourably Shaping a Relationship with Experience;262
6.6.4;Why Burnout?;263
6.6.5;Burnout as a Contribution to Overcoming the Effects of the ``Failure´´ Construct;264
6.6.6;Burnout as a Competence?;265
6.6.7;Burnout: The Intuitive Competence of Setting Health-Conducive and Meaningful Personal Boundaries;265
6.6.7.1;Hypnosystemic Strategies for Optimal Self-Regulation;266
6.6.7.1.1;Meta-Balance as an Ambivalence Competence;266
6.6.7.1.2;Harmonious Unhappiness;266
6.6.7.2;Building Empathetic Regulation Positions;267
6.6.7.3;Utilising Symptoms as Competent ``Ambassadors of Valuable Needs´´;268
6.6.7.4;Focus on Inner Harmony;268
6.6.7.5;``Squash Point´´ Strategy;269
6.6.7.6;``Problem Solution Exercise or Problem Solution Tai Chi´´ with Utilisation of Stress Triggers and Stress Reactions;270
6.6.7.7;Development of Meaning and Decision-Making Strategies for Life Balance in These Double Bind Situations;271
6.6.7.7.1;Agreements in Solidarity with Our Own ``Future Ego´´;272
6.6.7.7.2;Inner ``Parliamentary Democracy´´;273
6.6.7.7.3;Journey into the Solution Times for the Development of Meaning;274
6.6.8;Relationship-Forming Effect of a Different Attitude to One´s Self;276
6.6.8.1;Analysing the Effects of Changed Behaviour with Respect to the Context of the Causes;276
6.6.8.2;Case Study;277
6.6.9;Failure: Is Not the End;284
6.6.10;References;285
6.6.10.1;Online Resources;285
6.7;Failure in Design;286
6.7.1;Failure in Design: Definition;286
6.7.2;Failure in the Design Development Process;288
6.7.2.1;Problems in Interdisciplinary Cooperation;288
6.7.2.2;Recommendation;289
6.7.2.3;Failure Due to Lack of Adherence to Process;290
6.7.2.4;Recommendation;290
6.7.2.5;Case Study;291
6.7.3;Failure in Design: New Ideas Are Based on Design Failures;291
6.7.3.1;Recommendation;291
6.7.3.2;Further Creativity Tools;292
6.7.4;Failure in Design: Listen to Your Customers?;293
6.7.4.1;Recommendation;295
6.7.4.2;Case Study;295
6.7.4.3;Recommendation;296
6.7.5;Failure of Design Recognition;296
6.7.5.1;Failure of Communication on the Level of Perception;296
6.7.5.2;Failure of Communication on the Level of Meaning;297
6.7.5.3;Recommendation;298
6.7.6;Design Failure as a Value;298
6.7.7;Planned Failure of Design: Obsolescence;299
6.7.8;Case Study;299
6.7.9;Case Study;300
6.7.10;Conclusion;300
6.7.10.1;One Last Remark on the Development of the Discipline of Design;302
6.7.11;References;303
6.7.11.1;Online Resources;304
6.8;Failure in Use of Technology;305
6.8.1;Introduction;305
6.8.2;What Means Failure of Technology?;307
6.8.2.1;Human-Related Factors in Failure of Technology;308
6.8.2.2;Task-Related Factors in Failure of Using Technology;308
6.8.3;Organization-Related Factors in Failure of Technology;312
6.8.3.1;Technology-Related Factors in Failure of Technology;313
6.8.4;Users, Tasks, Context and Technology Do Not Match;313
6.8.4.1;Levels of Action Regulation;314
6.8.4.1.1;Failure at All Levels;315
6.8.4.2;Failure at the Level of Automated Skills;316
6.8.4.2.1;Failure on the Knowledge-Based Level;317
6.8.5;Desired Failure;317
6.8.5.1;Barriers Let Mistakes Fail;318
6.8.6;The Misconception Not to Fail;319
6.8.7;Failure Due to Inappropriate Trust in Technology;321
6.8.8;Summary;322
6.8.9;References;323
6.8.9.1;Online Resources;324
6.9;Failure in Sports;325
6.9.1;Introduction;325
6.9.1.1;Success in Sports Is all About FAILURE!;325
6.9.1.2;Case Study;326
6.9.2;Failure as a Short-Term Experience;328
6.9.2.1;Short-Term Experience as a Time Interval;329
6.9.2.2;Umbrella Organizations;330
6.9.2.3;Clubs;331
6.9.2.4;Sponsors;332
6.9.2.5;Short-Term Experience as a Simple Defeat;332
6.9.3;Failure and the Development of Personalities;333
6.9.4;Failure and Emotion;334
6.9.5;Case Study;335
6.9.6;Failure and Core Competencies;336
6.9.7;Sport and Society;336
6.9.8;Sports and Social Media;337
6.9.9;What It Takes to Be the Number One;340
6.9.10;Final Statement;341
6.9.11;References;342
6.9.11.1;Online Resources;342
6.10;Failure on Stage;343

Failure Inside Companies: Failure in Organizational Change.- Failure in Innovation: Is There Such a Thing?.- Failure in Projects.- Failure in Teams - Why Successful Teams Do Not Fail (so Often).- Failure of Leadership.- Failure in Innovation Decision Making.- Failure in Personnel Development.- Failure in Startup Companies - Why Failure Is a Part of Founding.- Failure in Public Relations - Non-Profit Organizations Facing Growing Challenges.- Failure in Intercultural Cooperation.- Failure Beyond Companies: Failure in Consulting - Consultation Cannot Fail!.- Failure in Coaching - Between Professional Craft and the Art of Creating a Relationship.- Failure of Networks and Network Management.- Failure in Volunteer Work - A Call for Strategic Volunteer Management.- Failure in Public Institutions - Characteristics of Organizational Culture in the Military.- Failure in Health - Burnout as an Intuitive Competence for Setting Health-Conducive Personal Bourndaries.- Failure in Design.- Failure inUse of Technology.- Failure in Sports.- Failure on Stage.

Über Autor(innen)

Sebastian Kunert is a Managing Partner at the consultancy 'artop – Institute' at Humboldt-University Berlin, Germany. Furthermore, he is Professor for Human Resources and Organizational Studies at Business and Information Technology School, Berlin. He graduated in Psychology and received his doctoral degree from Humboldt-University Berlin. His main research interests focus on innovation management ecosystems, organizational culture, leadership, project management, and evaluation.