The paper "Social Constructivism and Organization Vision" is a great example of management coursework. In the process of organisation change, leadership and management are needed (Graetz, 2006). Leaders and managers play a role in initiating change. It has also been proved that successful organizations use a socially constructed entity through legitimization which leads to reputation. Constructionist is an orientation in sociology and looks at the different ways in which reality can be known and constructed (Barkin, 2010). Interaction between people leads to the creation of reality in an organisation. The interactions between individuals and the realities they create through these interactions lead to constructivism.
The language used for understanding is a social artefact. The mind of individual acts as the mirror for reality (Fosnot, 2005). An organisation vision provides the ultimate long term goal of an organisation. The vision acts as the organisation global concept and gives a picture of the organisation future direction. It should have a philosophy that can help in uplifting the stakeholders in order to accomplish the goals. After a vision is achieved, the organization should revisit it.
This is part of the change as the organisation achieves the goals outlined in the vision (Ford, 1999). A vision must be realistic in the essence of the constructionist vision. To achieve a vision, it has to be permanently constructed and reconstructed through interactions with others. This essay looks at the vision as a product of social constructivism. An organisation is able to construct internally through the use of dialogue, vision and mission which direct the members towards an objective. An organisation which fails to construct a vision is not able to meet the goals.
In a successful organisation, members take place in the reconstruction of vision regularly. Members meet to reconstruct the mission where they have a shared image for the organisation future (Barkin, 2010). An organisation is manifested as interactions of members’ mental models through a relational process. For one to implement change in an organisation, they have to focus on several aspects. The first aspect is looking for past members’ success and appreciating them (Jabri, 2012). This helps to motivate the employees. The leader is also supposed to understand the organizational context that had led to success in the past.
The change leader is then expected to help the members to appreciate the experiences which have been discovered and use to encourage repetition (Ford, 1999). Using the constructionist perspective, it is argued that we are able to see what we believe. Appreciation is thus necessary to force an organisation to change. An organisation has the capability to orient itself with what will lead to their development. The multiple interactions by the people lead to an organisation which gives it a formative character in a constructivist view.
The way an organisation operate, relate with members and ways of change leads to it being defined by a metaphor. The dynamic construction which is generated by the individuals leads to organisation change (Ford, 1999). The way in which people views an organisation is based on the interpretations that members give it. The manner in which the employee's practice leads to the definition given to an organisation. The organisation vision should thus involve all members so that they are able to interpret it as their own (Jabri, 2012).
The vision of an organisation is its motor which drives it and provides a direction. It acts as the source of the establishment of the organisation objectives. When the employees are not involved in coming up with the vision, they perceive that it is being imposed on them. The language in which the members of an organisation use to describe its services as a social artefact and a mirror of reality. The language is thus an engine for social reality and helps in making a map for the future (Ford, 1999).
Barkin, J. S. (2010). Realist constructivism. Cambridge, UK: Cambridge University Press.
Ford, J.D. (1999), Organizational change as shifting conversations, Journal of Organizational Change Management, 12(6), 480-500.
Fosnot, C. T. (2005). Constructivism: Theory, perspectives, and practice. New York: Teachers College Press.
Graetz, F. (2006). Managing organisational change. Milton, Qld: John Wiley & Sons Australia.
Jabri, M. (2012). Managing organizational change: Process, social construction and dialogue. London: Palgrave Macmillan.
Leitner, L. M., & Thomas, J. C. (2009). Personal constructivism: Theory and applications. New York, NY: Pace University Press.
Pouliot, V. (2004). The essence of constructivism. Journal of International Relations and Development, 7 (3), 145.
Sarbin, T. R., & Kitsuse, J. I. (1994). Constructing the social. London: Sage.
Senior, B. (2002). Organisational change. Harlow: Financial Times Prentice Hall.
Waddell, D., Cummings, T. G., & Worley, C. G. (2011). Organisational change: Development and transformation. South Melbourne, Vic: Cengage Learning.