- The Oxford Handbook Of Organizational Decision Making
- List of Figures
- List of Tables
- Notes on Contributors
- Organizational Decision Making: Mapping Terrains on Different Planets
- Boom and Bust Behavior: On the Persistence of Strategic Decision Biases
- Information Overload Revisited
- Decision Making with Inaccurate, Unreliable Data
- Borgs in the Org? Organizational Decision Making and Technology
- Making the Decision to Monitor in the Workplace: Cybernetic Models and the Illusion of Control
- Culture and Decision Making
- Facing the Threat of Disaster: Decision Making When the Stakes are High
- The Fit Between Crisis Types and Management Attributes as a Determinant of Crisis Consequences
- Employing Adaptive Structuring as a Cognitive Decision Aid in High Reliability Organizations
- Expertise and Naturalistic Decision Making in Organizations: Mechanisms of Effective Decision Making
- Cognitively Skilled Organizational Decision Making: Making Sense of Deciding
- Linking Rationality, Politics, and Routines in Organizational Decision Making
- Superstitious Behavior as a Byproduct of Intelligent Adaptation
- On The Implications of Behavioral Decision Theory for Managerial Decision Making: Contributions and Challenges
- Intuition in Organizational Decision Making
- Affect and Information Processing
- Individual Differences And Decision Making
- Group Composition and Decision Making
- Making Sense of Real Options Reasoning: An Engine of Choice that Backfires?
- The Social Construction of Rationality in Organizational Decision Making
- When “Decision Outcomes” are not the Outcomes of Decisions
- What Lies Behind Organizational Façades and How Organizational Façades Lie: An Untold Story of Organizational Decision Making
- Teaching Decision Making
- Facilitating Serious Play
- Do Activities of Consultants and Management Scientists Affect Decision Making by Managers?
- Risk Communication in Organizations
- Structuring the Decision Process: An Evaluation of Methods
- Strategy Workshops and “Away Days” as Ritual
- Troubling Futures: Scenarios and Scenario Planning for Organizational Decision Making
- Subject Index
- Personal Name Index: Includes All Referenced Authors
Abstract and Keywords
This article provides a descriptive account of how researchers at the Imagination Lab Foundation (I-Lab) designed, facilitated, and followed up on organizational interventions involving a process called “serious play”. It additionally describes the outcomes observed in association with these interventions, and closes with a series of reflections on the significance of those outcomes for organizational decision making, especially with regard to the relationship between strategy process and content; the overcoming of psychological defenses; the role of power; and the cultivation of adaptive potential. This article begins by outlining several basic assumptions. It then describes in detail the design and facilitation of interventions involving serious play in organizations.
Matt Statler, New York University, Stern, New York, USA.
David Oliver is Associate Professor of Management at HEC Montréal, where he teaches strategy and management skills. His current research is focused on the areas of organizational identity and the practice of strategy. David was previously a research fellow at the Swiss‐based Imagination Lab Foundation (www.imagilab.org), where he experimented with the use of building materials such as LEGO® to help managers develop shared organizational identity representations and engage in innovative strategizing. Prior to joining the Lab, he spent several years in the research department of the IMD business school (www.imd.ch) in Lausanne, Switzerland, where he conducted research on self‐managed teams and complex adaptive systems theory. David's recent work has appeared in the British Journal of Management, Organization Studies and Human Relations. He holds a PhD in management from HEC, Lausanne, and an MBA from York University in Toronto, Canada.
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