From Crisis to Transformation: The Role of Creative Practices in Organisational Transitions

Date

2024-06-23

Author

Hajiamiri, Milad
Calabretta, Giulia
Lloyd, Peter
Korkut, Fatma

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This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

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Organizational transitions can evoke a range of reactions and emotions among employees, departments, stakeholders, and leaders. To effectively manage the transition, it is crucial to comprehend how organizations experience and design change to navigate the various challenges of the transition process. This study investigates how changes in the working environment of the catering staff of a convention centre in the Netherlands led to the formation of a close-knit community that not only embraced the change but also developed innovative approaches for addressing local and social challenges. We draw on interviews with 16 individuals from the organization and use social practice theory to show the interconnected elements of practices that collectively constitute a creative approach to change. The study reveals that leadership and support are crucial competencies for promoting the participation and engagement needed to turn a crisis into an opportunity for both the organization and its stakeholders.

Subject Keywords

Social practice theory, Creative practice, Organizational change, Co-crea- tion

URI

https://dl.designresearchsociety.org/drs-conference-papers/drs2024/researchpapers/328/
https://hdl.handle.net/11511/111178

Collections

Department of Industrial Design, Conference / Seminar