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dc.contributor.authorYohemas, Shauna
dc.date.accessioned2020-05-12T19:03:04Z
dc.date.available2020-05-12T19:03:04Z
dc.date.issued2020-05-12
dc.date.submitted2020
dc.identifier.urihttps://viurrspace.ca/handle/10613/23222
dc.description.abstractThrough this organizational leadership project I investigated how Next Architecture (Next) could manage the ongoing balance between traditional and revolutionary practices to position them for growth as they evolve into a primarily self-managing organization. This project was guided by action research methodologies utilizing a design-thinking approach to data gathering, with an appreciative stance. Several data gathering methods were used including survey, ethnographic observation, a half-day design-thinking workshop, and a two-hour visioning exercise. Findings indicated that while Next is clearly a revolutionary organization, some traditional practices must be incorporated to maintain balance, which could be achieved by developing an understanding of Polarity Management. Through this lens, they have begun work to revise their organizational vision, incorporating the perspectives of the whole group as it exists today at Next. Additionally, an organizational design will be created as a project output, to identify strategic and operational plans necessary to make Next’s shared vision, a reality.
dc.subjectDistributed Leadership
dc.subjectHuman-Centred Design Thinking
dc.subjectLearning Organization
dc.subjectOrganization Design
dc.subjectPolarity Management
dc.subjectShared Leadership
dc.titleRevolutionizing through polarity management
dc.date.updated2020-05-12T19:03:06Z
dc.language.rfc3066en
dc.degree.nameM.A. in Leadership
dc.degree.levelMasters
dc.degree.disciplineSchool of Leadership Studies


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