Organizational Obliviousness

Exploring efforts to integrate women into combat forces in the military, we investigate how resistance to equity becomes entrenched, ultimately excluding women from being full participants in the workplace. Based on focus groups and surveys with members of Special Operations, we found most of the resistance is rooted in traditional gender stereotypes that are often bolstered through organizational policies and practices. The subtlety of these practices often renders them invisible. We refer to this invisibility as organizational obliviousness. Obliviousness exists at the individual level, it becomes reinforced at the cultural level, and, in turn, cultural practices are entrenched institutionally by policies. Organizational obliviousness may not be malicious or done to actively exclude or harm, but the end result is that it does both. Throughout this Element we trace the ways that organizational obliviousness shapes individuals, culture, and institutional practices throughout the organization.

How do bureaucracies remember? The conventional view is that institutional memory is static and singular, the sum of recorded files and learned procedures. There is a growing body of scholarship that suggests contemporary bureaucracies are failing at this core task. This Element argues that this diagnosis misses that memories are essentially dynamic stories. They reside with people and are thus dispersed across the array of actors that make up the differentiated polity. Drawing on four policy examples from four sectors (housing, energy, family violence and justice) in three countries (the UK, Australia and New Zealand), this Element argues that treating the way institutions remember as storytelling is both empirically salient and normatively desirable. It is concluded that the current conceptualisation of institutional memory needs to be recalibrated to fit the types of policy learning practices required by modern collaborative governance.

this book provided full understanding of obliviousness, including cognitive, emotional, behavioral signs, shared obliviousness in teams, mechanism and managing obliviosness

The U.S. military is a massive institution, and its policies on sex, gender, and sexuality have shaped the experiences of tens of millions of Americans, sometimes in life-altering fashion. The essays in Managing Sex in the U.S. Military examine historical and contemporary military policies and offer different perspectives on the broad question: "How does the U.S. military attempt to manage sex?" This collection focuses on the U.S. military's historical and contemporary attempts to manage sex--a term that is, in practice, slippery and indefinite, encompassing gender and gender identity, sexuality and sexual orientation, and sexual behaviors and practices, along with their outcomes. In each chapter, the authors analyze the military's evolving definitions of sex, sexuality, and gender, and the significance of those definitions to both the military and American society.

Climate change is one of the most daunting global policy challenges facing the international community in the 21st century. This Element takes stock of the current state of the global climate change regime, illuminating scope for policymaking and mobilizing collective action through networked governance at all scales, from the sub-national to the highest global level of political assembly. It provides an unusually comprehensive snapshot of policymaking within the regime created by the United Nations Framework Convention on Climate Change (UNFCCC), bolstered by the 2015 Paris Agreement, as well as novel insight into how other formal and informal intergovernmental organizations relate to this regime, including a sophisticated EU policymaking and delivery apparatus, already dedicated to tackling climate change at the regional level. It further locates a highly diverse and numerous non-state actor constituency, from market actors to NGOs to city governors, all of whom have a crucial role to play.

Introduces the concept of obliviousness to the consideration of family systems—what do families choose to ignore and why and how they do so.

The Black Power movement has often been portrayed in history and popular culture as the quintessential "bad boy" of modern black movement-making in America. Yet this impression misses the full extent of Black Power's contributions to U.S. society, especially in regard to black professionals in social work. Relying on extensive archival research and oral history interviews, Joyce M. Bell follows two groups of black social workers in the 1960s and 1970s as they mobilized Black Power ideas, strategies, and tactics to change their national professional associations. Comparing black dissenters within the National Federation of Settlements (NFS), who fought for concessions from within their organization, and those within the National Conference on Social Welfare (NCSW), who ultimately adopted a separatist strategy, she shows how the Black Power influence was central to the creation and rise of black professional associations. She also provides a nuanced approach to studying race-based movements and offers a framework for understanding the role of social movements in shaping the non-state organizations of civil society.

Our most basic relationship with the world is one of technological mediation. Nowadays our available tools are digital, and increasingly what counts in economic, social, and cultural life is what can be digitally stored, distributed, replayed, augmented, and switched. Yet the digital remains very much materially configured, and though it now permeates nearly all human life it has not eclipsed all older technologies. This Handbook is grounded in an understanding that our technologically mediated condition is a condition of organization. It maps and theorizes the largely unchartered territory of media, technology, and organization studies. Written by scholars of organization and theorists of media and technology, the chapters focus on specific, and specifically mediating, objects that shape the practices, processes, and effects of organization. It is in this spirit that each chapter focuses on a specific technological object, such as the Battery, Clock, High Heels, Container, or Smartphone, asking the question, how does this object or process organize? In staying with the object the chapters remain committed to the everyday, empirical world, rather than being confined to established disciplinary concerns and theoretical developments. As the first sustained and systematic interrogation of the relation between technologies, media, and organization, this Handbook consolidates, deepens, and further develops the empirics and concepts required to make sense of the material forces of organization.

For a soldier on the run, trust is a game of chance. What started as a mission to avenge her fallen troops has drawn Captain Jet Dawson further into a government conspiracy that grows more twisted at every turn. The corruption in the department has shown its deadly edge, monsters lurk in every shadow, and every friendly face hides a possible enemy. But more than one threat looms. The queen of the magical realm has taken notice, and she has set the timer until she storms the unseen barrier that divides the supernatural realm from the mundane world. Finding allies now is critical, but if Jet wants to end the plot unravelling the country, she must place her trust carefully or risk losing everything. Oblivious is the second book in the fast-paced Ghostmaker Trilogy.

The definitive guide to eliminating the forces that make it harder, more complicated, or downright impossible to get things done in organizations. Find out why Adam Grant says "If every leader took the ideas in this book seriously, the world would be a less miserable, more productive place." Every organization is plagued by destructive friction. Yet some forms of friction are incredibly useful, and leaders who attempt to improve workplace efficiency often make things even worse. Drawing from seven years of hands-on research, The Friction Project by bestselling authors Robert I. Sutton and Huggy Rao teaches readers how to become “friction fixers.” Sutton and Rao kick off the book by unpacking how skilled friction fixers think and act like trustees of others’ time. They provide friction forensics to help readers identify where to avert and repair bad organizational friction and where to maintain and inject good friction. Then their help pyramid shows how friction fixers do their work, from reframing friction troubles they can’t fix right now, so they feel less threatening, to designing and repairing organizations. The heart of the book digs into the causes and solutions for five of the most common and damaging friction troubles: oblivious leaders, addition sickness, broken connections, jargon monoxide, and fast and frenzied people and teams. Sound familiar? Sutton and Rao are here to help. They wrap things up with lessons for leading your own friction project, including linking little things to big things; the power of civility, caring, and love for propelling designs and repairs; and embracing the mess that is an inevitable part of the process (while still trying to clean it up).