Trapping Safety into Rules

Bieder, Corinne; Bourrier, Mathilde

doi:10.1201/9781315549774

Cited by 8 publications

(9 citation statements)

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“…Controversies shaped the IPCC, driving the organization to institutionalize to the point of becoming an international bureaucracy. Procedures have become reassuring "reflex actions" (Bieder and Bourrier, 2013, p. 43) for the organization, which responded to controversies by adding more rules to control the behavior of its participants, trace and supervise their activities, define liabilities and establish a sense of hierarchy. Procedures provided a means to shift the attention from the complexity of assessing climate knowledge to the rules that guide such assessment.…”

Section: Discussionmentioning

confidence: 99%

“…In the study of IOs, the dynamic and situated nature of practices, however, is often concealed by the tendency to convert informal practices into formal procedures – “imposed successions of tasks to be performed" (Joly, 2015, p. 251, my translation) – as a strategy to handle complexity and uncertainty (Barnett and Finnemore, 2004; Bieder and Bourrier, 2013). Complex institutions simplify their organizational dynamics by decontextualizing their practices.…”

Section: Practice Change Changing Practicesmentioning

confidence: 99%

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Controversial Practices: Tracing the Proceduralization of the IPCC in Time and Space

Pryck

2021

Global Policy

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This paper starts from the premise that international practices are neither stable nor universal but are in fact the product of time and space. It analyzes the processes of formalization and change in international practices using the case of the Intergovernmental Panel on Climate Change (IPCC), an intergovernmental institution producing regular assessment of the state of the knowledge on climate change. The IPCC is particularly interesting because of the numerous external and internal controversies that it has faced since its establishment in 1988 and the institutional and organizational changes that they triggered. The paper highlights the potential of controversies as methodological occasions to observe the situatedness of international practices and trace change over time. Controversies represent moments of contention in which the normalizing and universalistic effect of routines and procedures is momentarily suspended, thus facilitating the investigation of the particular space and time in which practices evolve. Policy Implications• While international organizations often seek to minimize controversies, they should use these moments to reflect on their practices and procedures and open up deliberative processes.• International organizations should avoid imposing procedures and guidelines that poorly represent individual practices and situational experiences. They should involve a greater number of participants in their production to increase their legitimacy.• The history of the IPCC shows that the introduction of procedures has not protected the organization from controversies and has instead made the assessment process more cumbersome. The IPCC should take these historical developments into account when thinking about introducing new rules of procedure.

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Section: Discussionmentioning

confidence: 99%

Section: Practice Change Changing Practicesmentioning

confidence: 99%

Controversial Practices: Tracing the Proceduralization of the IPCC in Time and Space

Pryck

2021

Global Policy

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“…When organizations establish procedures to increase the effectiveness and well-being of employees, the absence of ambiguity in the workplace is a key element in achieving success in such a venture. Among its main benefits is that employees have the capacity to plan, guide, and control the tasks they perform ( Bieder and Bourrier, 2013 ). If in the context of work there are no clearly established procedures, employees must improvise their actions and their behavior will be based on their experience.…”

Section: Introductionmentioning

confidence: 99%

Consequences of Team Job Demands: Role Ambiguity Climate, Affective Engagement, and Extra-Role Performance

et al. 2018

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In the absence of clearly established procedures in the workplace, employees will experience a negative affective state. This situation influences their well-being and their intention to behave in ways that benefit the organization beyond their job demands. This impact is more relevant on teamwork where members share the perception of ambiguity through emotional contagion (role ambiguity climate). In the framework of the job demands-resources model, the present study analyzes how high levels of role ambiguity climate can have such an effect to reduce employee affective engagement. Over time it has been associated with negative results for the organization due to a lack of extra-role performance. The sample included 706 employees from a multinational company, who were divided into 11 work teams. In line with the formulated hypotheses, the results confirm the negative influence of the role ambiguity climate on extra-role performance, and the mediated effect of affective engagement in the relationship between the role ambiguity climate and extra-role performance. These findings indicate that the role ambiguity climate is related to the adequate or inadequate functioning of employees within a work context.

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“…The idea that plans and rules are fragile or otherwise ambiguous is of course not new (e.g., see a collection of essays on this subject edited by Bieder and Bourrier ()). Yet, as can be seen within the body of knowledge that takes the form of inquiry reports, there are many who still feel that plans and rules, if well written and obeyed, can be used to control complex situations.…”

Section: Implications For Management In Detailmentioning

confidence: 99%

Normal chaos: A new research paradigm for understanding practice

Lauder

Marynissen

2017

Contingencies & Crisis Mgmt

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Our key point is this: if practitioners always have to work in imperfect ways with imperfect tools, with imperfect understanding using imperfect information and within imperfect systems where the degree of control available is limited, how do they cope, managerially (i.e., “deal effectively” with the issues before them)? As researchers, we believe the answer to that question is not known and, accordingly, we recommend a new research paradigm for understanding practice more generally. We call that paradigm normal chaos.

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Trapping Safety into Rules

Cited by 8 publications

References 0 publications

Controversial Practices: Tracing the Proceduralization of the IPCC in Time and Space

Controversial Practices: Tracing the Proceduralization of the IPCC in Time and Space

Consequences of Team Job Demands: Role Ambiguity Climate, Affective Engagement, and Extra-Role Performance

Normal chaos: A new research paradigm for understanding practice

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