Professional Documents
Culture Documents
by
Masters of Philosophy
(Doctor of Philosophy)
University of Hull
2014
2
Contents
Contents ............................................................................................................................................ 3
Figures ................................................................................................................................................ 5
Tables.................................................................................................................................................. 5
Leadership in a Networked World.......................................................................................... 6
Purpose ....................................................................................................................................... 6
Background ............................................................................................................................... 6
Research Aims and Objectives ........................................................................................ 10
Research Methodology and Principles ........................................................................ 11
Significance and Contribution of the Research ....................................................... 12
Structure of the Paper ........................................................................................................ 13
Boundary: A Conceptual Minefield ...................................................................................... 15
Methodology and Rationale ............................................................................................ 15
Technology, Innovation, Leadership and Systems Thinking............................... 16
Boundary and Systems Thinking.................................................................................... 20
Towards an Ontology of Boundary............................................................................... 25
The Boundary Triage .................................................................................................................. 26
Introduction ............................................................................................................................ 26
The Naming of the Boundary Triage ............................................................................ 26
The Boundary Triage (Simple Form) ............................................................................. 28
The Boundary Triage: A Theory or a Practical Tool? .............................................. 28
As Theory .......................................................................................................................... 28
The Boundary Triage as a Practical Tool .............................................................. 33
A New Direction .................................................................................................................... 37
The Boundary Triage as Systemic Intervention and Action Research .................. 39
The Research Questions Revisited ................................................................................ 39
Methodology ......................................................................................................................... 39
Method ..................................................................................................................................... 40
Type of study, population and sampling............................................................. 40
Data collection methods and instruments.......................................................... 41
Data analysis methods ................................................................................................ 43
Quality assurance .......................................................................................................... 44
Limitations and delimitations ................................................................................... 45
Timetable .......................................................................................................................... 46
Ethical considerations and data protection ........................................................ 46
Dissemination ........................................................................................................................ 47
Moving Forward ........................................................................................................................... 48
Connecting the Research Agendas ............................................................................... 48
3
ANNEXES
Annex A ........................................................................................................................................... 51
Case Study 1: The Development of the Boundary Theory .................................. 51
Annex B ............................................................................................................................................ 53
Case Study 2: Boundary Triage in Practice .............................................................. 53
Annex C............................................................................................................................................ 56
Inquiry into Boundary and Boundary Dynamics...................................................... 56
Annex D ........................................................................................................................................... 57
Semantic Use of Words in Everyday Use That Define Objects and Events
(Boundary Terms) ................................................................................................................. 57
Annex E ............................................................................................................................................ 59
University of Hull Ethics Proforma ................................................................................. 59
Annex F ............................................................................................................................................ 64
University of Hull Data Management Plan ................................................................. 64
Annex G ........................................................................................................................................... 76
Ethics Approval ...................................................................................................................... 76
References ...................................................................................................................................... 77
4
Figures
Figure 1: Midgley (1992) Boundary Critique applied to the Inner Self: Conflict Arising
from 'work' and 'personal' values ...................................................................................... 8
Figure 2: The Research Journey: Past, Present and Future .......................................................... 9
Figure 3: Research Methodology and Rationale............................................................................15
Figure 4: Characteristics of Boundary .................................................................................................23
Tables
5
Chapter 1
Purpose
Research, Hull - A Digital City? A study into the adoption of social media and
Background
Over the past eight years, the use of social technologies has seen improved
Despite these reported benefits, in 2010, an IBM study of global CEOs reported
that CEOs were finding the new economic environment more volatile,
uncertain, complex and structurally different, with 49% not feeling prepared
6
for the expected complexity. Social technologies require a switch in
collaborate (Collins, 2008; Buchanan & Huczynski, 2010; Hilberts, 2010), with
successful leaders being able to identify and span both horizontal and vertical
organisations (MacNamara, 2011b). One of the key findings from this research
(Churchman, 1968; Ulrich, 1987; Midgley, 1992) regarding the use and role of
between the leaders professional and personal identities and the associated
7
Figure 1: Midgley (1992) Boundary Critique applied to the Inner Self:
Conflict Arising from 'work' and 'personal' values Source: MacNamara, 2011b, p.61
(Figure 1), I illustrated the delineation between the expected behaviours and
beliefs within the personal and professional spheres. Figure 1 shows the
and work values toward the issue on social media adoption in the work place.
Figure 1, for example, regarded social media as fine for personal interactions,
but when it came to work, he saw these media as very risky and therefore
various ways, not only with the implementation of technology but also the
8
My MBA (2011b) findings suggested further investigation into boundaries and
positive systemic leadership and participation in the use of, and deployment
9
Research Aims and Objectives
et.al., 1991; Cavaleri & Obloj, 1993; Allen & Cherrey, 2000; Midgley, 2000;
Higham et.al., 2009; Tate, 2009; Taylor, 2010), arguably there is not, as yet, an
explicit definition of the concept, how one can learn or practise it, and how it
benefits the organisation as a whole (although Allen & Cherrey, 2000, and
revision of the original research questions and aims (Table 1). For the purpose
1
My understanding of systemic leadership authors is that they usually identify generic key areas of
focus for systemic leadership rather than providing an explicit definition. My aim is to build upon the
foundational systemic leadership work of Allen & Cherrey (2000) and Taylor (2010).
2
I will be denoting the abstract concept of Boundary with a capital B to distinguish from general and
disciplinary definitions and meanings of boundary (which I am investigating).
10
Research Methodology and Principles
the founding fathers of General System Theory (GST)4, where it is asserted that
the principles of GST can be integrated into all areas of human experience
clearly about whatever our goals happen to be, and about what
1977; Davidson, 1983; Ing, 2011) and methodology that has the potential
to share meaning across disciplines and world views, with the purpose to
3
I use the term techno-social to distinguish the behavioural impact technology has had on the human
activity system (that is, a reaction/adaption by humans as new technology is incorporated) instead of
the socio-technical system, where technology is a product of, and functions within, the human
activity system (that is, technology as a functional creation and object). The two are intricately
connected and complementary. My focus for this current paper is on how humans (and society) are
adapting to technology and not the other way around, which will then link to the concept of innovation
in the PhD.
4
According to Davidson (1983), there was a mistranslation of Bertalanffys original German language
proposal, Allgemeine Systemlehre, by which he meant general systems teaching. Also, for clarity, it
should be understood that Bertalanffy is not the founding father, and there is still debate as to who
was the founding father of General Systems Theory. However, as one of the founding fathers (plural)
of the systems movement, Bertalanffy is recognised in other disciplines; for example, media
(Weerakkody, 2009) and geography (Inkpen, 2005).
11
collectively, critically and ethically (Churchman, 1968; Beer, 1975; Cavaleri
If you know the rule, then you know how to break it.
Peter Clark, Brahma Kumaris Brisbane, 2013
I borrow and adapt the reasons for my proposed contribution from Roy
the systems community is facing the challenge that research needs to:
The value and the contribution of this research is that it aims to add to the
5
Roy Suddaby (2012), in turn, borrowed from Angelo DeNisi (2010).
12
aim to deliver an easily deployable and practical systemic tool for leaders and
explored within the broad paradigms of the natural, social and technological
in this paper is deployed within the context of social networks (both online
establishes the mode of inquiry through the lens of systems thinking (e.g.,
abstracted from the literature, with the theoretical and practical application of
the Boundary Triage further discussed and critically evaluated. The critical
6
Weltanschauung: A German word meaning world image, a comprehensive conception or
apprehension of the world especially from a specific standpoint (Merriam-Webster, n.d. ).
13
evaluation of the Boundary Triage identifies what is missing and points to a
a. to test the Boundary Triage for its transformational and systemic value
framework.
14
Chapter 2
15
I present the research findings about Boundary within and without the systems
understand the nature of Boundary its being. In the spirit of the founding
fathers of systems science, the aim is to develop a meta-level theory and model
and national boundaries (Ashkenas et.al., 2002; Steers et.al., 2010). This
interconnectedness was also perceived as a threat for the very same reason
(Jackson, 2003; Carayannis & Sipp, 2006; Kotler et. al., 2009; Azua, 2010;
Slack et. al., 2010; Petrie, 2011; Yip et. al., 2011).
and information as well as ensuring security and privacy (Cisco Systems, 2010).
although providing some security benefits, have been shown to limit the
16
potential of social technologies for innovation, sharing and collaboration
Designing and implementing the best business solution in the current climate
needs to be clarified.
differences and dependencies are known and the conditions surrounding them
are stable. The more difference and dependence there is at a given boundary,
the more challenging and complex it is to cross. The various and varying
17
conditions at the boundary (which affect the boundarys permeability and
fluidity) impact the complexity of the relations at the boundary. When new
concept and method called Boundary Objects. Created by Star & Griesemer
methods and concepts across multiple social worlds and to translate the
concerns of the non-scientist into those of the scientist (Star & Griesemer,
1989, p. 389). Boundary objects inhabit several intersecting social worlds and
sets of translations are possible (Star & Griesemer, 1989, p. 390), and they play
practice to span ideological boundaries, this use has been criticized for being
too flexible, with boundary objects potentially meaning all things to all people
(Fujimura, 1992); not flexible enough for hard to negotiate knowledge artefacts
(Lee, 2007); and research on sharing data reveals that the issue of trust has not
The techno-social world engages the individual, not only in the physical world,
but also in the online world of the social internet (Bughin, 2009;
18
Onlineschools.org, 2011), while the socio-technical world of programmers and
designers is based on the design and solution of real world problems (White,
2001; Edquist, 2005; Fagerberg, 2005; Doolin & McLeod, 2012). Collectively,
and networked, the technologically connected social world becomes filled with
boundary that defines the relationship in a way that has important behavioural
and psychological consequences (Duck, 1994, p. 29). Whilst not new, key
technology, innovation and leadership domains are the roles of the individual
stakeholders (Stacey, 2003; Lam, 2005; Steers et.al., 2010), with leadership as
With innovation being found at the edge of the network (Stefik, 2000;
Eisenstat et. al., 2001; Leadbeater & Wong, 2010), and social technologies
fully exploit the potential of social technologies for collective intelligence and
areas needs to become quite sophisticated. Martin (2008) argues that the
focus on leadership should be on how leaders think, rather than what they do.
Martin maintains that successful leaders need to understand that many ideas
have conflicting elements in them, rather than being simple and certain, and
19
be able to tolerate this ambiguity. This requires Level 5 Leadership, with the
2011; Collins, 2008). Petrie (2011) identifies that this self-transforming mind
requires more complex and adaptive thinking skills than many of those in
common use.
(Gardner et.al., 2010; Stentz et.al., 2012). Within leadership research it has
(Senge, 1990; Petrie, 2011). Yet leadership development has changed little in
the past 30 years: the challenge is to grow bigger minds with the How? still
In the previous section I presented how the boundary concept is being used
happens in one part, it affects the rest of the whole (Fagerberg, 2005; Collins,
2009; Kimble et.al., 2010; Steers et.al., 2010). It is observed that opportunities
Kodama, 2010; Gharajedaghi, 2011), where leaders with bigger and self-
20
transforming minds succeed. However, a key question is how can we develop
leaders with these attributes and skills? Could a systems approach enable this?7
unpredictable wicked and messy problems (Mason & Mitroff, 1981; Ackoff,
conflict; and environmental, economic and societal constraints. Here the hard
problems are soft and the soft problems are hard (White, 2001)! Todays
problems holistically, has been developing since the 1940s. Senges The Fifth
Discipline (1990) made popular the idea of the learning organisation, with
systems thinking as a key skill for modern managers. Broadly, systems have
been categorised from hard to soft, and from simple to complex (Jackson,
2003), with basic systems ideas being exploited in three main areas:
7
Systems thinking/systems science is a discipline rich in philosophy, methodologies and practice. This
section will only present an overview of systems from a basic systems perspective. The Boundary
Triage, although intended to be used as a systems tool, still needs to be further developed (and this is
one of the objectives of the PhD thesis) and grounded theoretically within Critical Systems Thinking.
21
Viewing and analysing problems through the lens of systems thinking
facilitates the
and collective action (Cordoba-Pachon, 2010, p. 6), with each system having
so that we can see the wholes and not just the parts (Churchman, 1968;
22
Figure 4: Characteristics of Boundary
3 appear as if they apply to hard (real world) systems thinking only, I believe
boundary, but takes inputs from this environment and subjects them to a
1941; Bertalanffy, 1968). Systems have hierarchies 8 where the main system
contains sub-systems, and the main system itself is part of a larger system
(Boulding, 1956; Bertalanffy, 1968; Wilby, 1994; Jackson, 2003). The system
has an identity (name or form) associated with its boundary, and the latter
keeps the unwanted out and the wanted in; allows inputs into the system that
comply with the systems overall function or needs, and lets out artefacts that
need to be expelled from the system (transformed or not) (Kramer & de Smit,
8
Hierarchies are not discussed further here as the focus is on a single Boundary. This will be addressed
in the PhD.
23
1977). It follows that the boundaries of a system are permeable and constantly
faced, in that it faces out to the environment and in towards its core, both at
the same time (Koestler, 1976); it is both in and out, dual in nature, and
rather than a simple line; the gate keeper of the system in focus; autonomous
like a border control, but nevertheless deploying the rules set by the main
Checkland (1999, p. 51) points out that it is possible to forget that systems are
the world. Problems and barriers to change may have features that are
obstruction of change (Ackoff, 1999; Jackson, 2003). This does not imply that
everything is in the mind, but recognises that the mind is an important focus
for intervention, given that changing minds can result in changed behaviours
which case the intervention needs to shift to the thinking of new stakeholders
who have agency in relation to those forces. Midgley (2000) asserts that the
boundary concept is the core idea of systems thinking, and this is significant
because boundaries are dependent on the world view of the observer of the
system, where values and ethics play a role in boundary decisions and are open
and politics will have a significant impact on the system (Ulrich, 1983; Midgley,
2000).
24
Towards an Ontology of Boundary
and worldviews that exist, not only globally, but also locally. It has been
2000). Star & Griesemers (1989) concept of Boundary Objects suggests that
the Boundary concept itself is socially constructed and socially maintained, and
Triage, which incorporates the social aspect of Boundary creation and being,
9
The idea of the boundary layer, or Boundary as a gateway, is prominent in family systems theory
(Beishon & Peters, 1976; Stamps, 1980) and in other disciplines. Although not always explicitly called
a Boundary, mechanisms such as a country border control (politics) or cell membrane (biology) are
well documented.
25
Chapter 3
The Ideal of scientific knowledge underlying basic research is concerned with universal
concepts, theories, models and methods.
Hirsch Hadorn, et al., 2008, p. 4
Introduction
In Chapter 2, the Boundary concept was discussed, along with its place in the
answering the questions, What makes a Boundary come into being? and What
is its Nature? First, the Boundary Triage will be presented and then the
individual components of the Triage, their relationships to one another, and
how they make up the conditions for the boundary will be explained. Through
a critical evaluation of how the Triage fits into systems theory and practice, I
will identify what is missing and how it points a new direction for Phase 2 of
Firstly, it is important to define what the equation I am about to present is, and
what it is not. The Boundary Triage is not a general theory of Boundary, and
26
appears mathematical, it is not strictly so10. Presenting it in the form of an
representation (such as a diagram) was used. The Boundary Triage may share
modelling, although I will be discussing in Section 3.4 how it may be used for
control.
proposition to be tested.
10
Whilst I studied first year physics at tertiary level, I do not profess to be a mathematician. The
Boundary Triage emerged and made sense to me in the form presented. I am keeping it in this form
until it can be represented graphically or a better alternative is developed. I am hoping that someone
with a mathematical background will adopt the Boundary Triage and correct the mathematics
accordingly (if there is any value in it being mathematically correct).
27
The Boundary Triage (Simple Form)
= + +
where:
of Boundary
RF = Reinforcing Factors
As Theory
Any Boundary consists of the Creator (C), supported by internal and/or external
factors (RF).
The sign denotes the dual and paradoxical nature of Boundary (B). What
is contained within the boundary (+) and what is outside the boundary (-),
exists concurrently whether explicit, implicit, identified (or not), dismissed (or
communicate these ideas (to ourselves as well as to others), that the limits of
It is proposed that, in order for a Boundary to exist, there must be at least one
Creator (C) and at least one other Acceptor (A). The Acceptor can be an
28
our internal selves. The internal Self can be either an internal voice 11 (or
the mental learning and knowledge generating process which, if not critically
from Star & Griesemers (1989) plural, collective and socially constructed
Boundary Objects. This Bounded Object then forms part of the RF in future
Object) (Star & Griesemer, 1989; Crotty, 1998), once accepted, the Acceptor
also becomes the Creator within their own minds, recreating the Boundary as
11
I am going to use the phenomenological term voice here as the private self-talk or creation of
others within the mind that only the individual is privy to. The term Self and what it constitutes is
highly debated in consciousness and cognitive studies (philosophically, psychologically and
physiologically). It is too complex to adequately cover in this paper, but offers an opportunity for a
future paper.
12
Mental constructions of others are highly personalised and often constitute more of the individual
making the construction, rather than the real and existing person (personal meeting with Professor
Gerald Midgley, September 2013).
13
The Bounded Object is created by an individual (constructivism). I use the term Bounded as it is
the final state of binding, which also suggests the potential for unbinding an object. This is different
from the notion of a boundary object which is a socially agreed concept, idea, rule, etc.
29
by the [individual] may vary in its accuracy as a representation of
an objective reality.
(Bounded Objects) give rise to knowledge boundaries which can either act
(Kodama, 2010).
Finally, the Reinforcing Factors (RF) are to be viewed as plural (there must be
at least one, but in reality there will almost always be more) and they are a
other Bounded Objects that impact on the Boundary in focus. While this
constructing (+) and deconstructing14 (-) factors, the hierarchy and importance
The key idea here is that, pragmatically, whilst these Bounded Objects may not
reflection, one can surface them and gain the agency to assess and
14
Deconstruction, here, is meant literally, rather than in the sense of Derridas (1967) post-modern
philosophy.
30
and looking towards more creative uses of the Boundary Triage in the future,
= + () + (1 : +1 )
=1
where:
one)
the Observer
only a single Boundary taken at one point in time. Like all models, including
effect. Whilst the Boundary Triage shows the relationships between the
components that make up the coming into Being of a Boundary, it does not
31
show the dynamic nature of a singular Boundary which changes over time; the
Ulrich, 1983; Midgley, 2000; Borgatti & Molina, 2003; Jackson, 2003). In CST,
the roles of values, ethics and morality are regarded as central. They are not
explicit in the Triage; rather, they are looked upon as RFs. In practice, the
Boundary Triage needs to examine personal values and beliefs, how and when
they came about (were they created or were they accepted?), and their role
especially important in social contexts where messes (Ackoff, 1999) arise due
15
I have delimited my critique to these aspects due to word limit constraints. The Boundary Triage is
partial as there are many factors beyond those presented.
32
The Boundary Triage as a Practical Tool
As set out in the introduction, the aim of this paper is to develop an easily
concept of Boundary, to develop systemic leadership thinking and skills for the
networked world. The Boundary Triage is aimed at an audience that has little
(for example, the financial system, the education system, the weather system).
key dimensions, it is hoped that the Boundary Triage correctly identifies these
key dimensions for leaders to focus on to deal more effectively with the
complex and often apparently chaotic society in which they lead. The simple
form of the Boundary Triage is the one that will be initially presented to
reflective/reflexive heuristic.
This work on the Boundary Triage builds on Churchmans (1970), Ulrichs (1983)
and Midgleys (2000) thesis that boundaries are social or personal constructs
33
that makes the boundary meaningful, and can attempt to improve (or
a problem situation that may be understood as having past, present and future
same time understanding and enabling dialogue between the self and others
In the first instance, the Boundary Triage is to be used like a medical triage
moments can be identified by the language being used (I dont like , I hate
social situation these moments can often be identified with a sense of tension
in the air.
crossing:
16
Introvertive directed inward; marked by interest in yourself or concerned with inner feelings
(Princeton University, 2012)
17
Extrovertive being concerned with the social and physical environment (Princeton University,
2012)
34
1. Who is the Creator of the boundary being crossed? (Is it your boundary
being set by a third party and accepted by you or the other person?);
The person using the Boundary Triage can then determine which factors can
It may appear that Ulrichs Boundary Judgements are a similar concept to the
Bounded Object. My distinction here is that Bounded Objects are either the
justification break-off occurs (that is, one party imposes his or her boundary
judgement on another without further dialogue), one can at least use the
human mind:
18
In the PhD, these will be called bounded events and work with bounded objects and the Boundary
Triage.
35
produced, not discovered. A system is never
discovered, but it can be invented or designed. Thus
each system has an author and this author is
pursuing such goals as describing, observing,
controlling, changing, or mastering just the section
or reality he or she has in mind.
The Boundary Triage aims to enable leaders to understand more about their
beliefs and knowledge; who generates this knowledge; who has a stake in
changing (or not changing) the system; why they act or react in certain ways;
The Boundary Triage embraces the three themes of CST, summarised by Flood
& Jackson (1991): critical awareness, which is about examining and re-
Initial informal empirical tests to date (Annex A) have shown that, from an
lead to better performance. It can also assist in seeing through the eyes of
(Annex B). In these scenarios, self-talk, being aware of the language being
used and changing that language in dialogue, has had a beneficial effect for
the individuals concerned. However, what these initial tests have also shown
is that the Boundary Triage is not so effective in setting boundaries. This needs
further investigation. There is also a question about how power and ideology
36
(concepts explored by CST writers such as Oliga, 1996) factor into the
Boundary Triage.
I hope that the Boundary Triage will be a practical tool that, either by itself or
combined with other methodologies, can satisfy the needs identified in the
A New Direction
personal boundaries have a systemic impact. Shifting the focus from the
technological aspect, this paper aims to include and understand the concept
stage, quite simplistic. It only accounts for one Boundary and has yet to be
There are many facets to explore, and I have delimited the research to address
these questions:
37
2. Can the development of Systemic Leadership skills using the Boundary
Triage have a systemic impact to better enable collective intelligence
and open innovation in a networked world?
38
Chapter 4
The challenge of our time is to think without certainties and to accept diversity in the
ways of thinking and in the styles of producing meaning . It is necessary to jump the
cognitive walls built up by the way of approaching the knowledge of modernity and its
methodological restrictions, and open our minds and our practices to a
multidimensional thinking capable of producing rich and fertile, but not absolute or
guaranteed, knowledge.
(Najmanovich, 2002, pp. 91-92)
what is the nature of boundary, with the objective of determining its key
elements and the relationship between them. This resulted in the formulation
of the Boundary Triage, which was explained and critiqued in Chapter 3. The
current chapter describes the framework which will be used to test the
Boundary Triage for its transformational and systemic value within online
networks, and to develop the Boundary Triage further in terms of its onto-
Methodology
et.al., 2010; Stentz et.al., 2012), yet despite this, over 80% of leadership research
39
research include using a more broadly conceived approach (Wren, 1995) that
(Bass, 2008; Gardner et.al., 2010). In Chapter 3, given the research focus on
spectrum of paradigms from the social to the technological, the hard to the
soft, the practical to the theoretical. I will use a CST approach for the
Method
The organisation (which will be kept anonymous for the purposes of this
research) has been chosen because I have a direct relationship with them and
Whilst the organisation does not have a formal hierarchical structure, it does
have a distinct operational core. The fit with my study is that the organisation
40
operates using an organised flat, networked structure, with project teams at
both the local and national levels. Also, the organisation is values-driven,
delivering personal development courses and support to the public and its
come from across the organisation, primarily from the State Centres, their
face-to-face, via telephone (or Skype) interviews and the analysis of an online
social network. The two main instruments will be the intervention using a
to-face, and the development and implementation of the social network. The
and introduce the Boundary Triage and how it can be used. It will then explore
their understandings to deepen the learning. After the workshop, I will work
closely with the participants to determine what is working and what is not in
developed and tested further for its effectiveness within the online
The workshop participants will have their online interactions observed before
week intervals over the 6 month research period. The interviews will be
dynamics, but with the flexibility to explore views and issues that are beyond
41
the initial scope of the interview questions. A semi-structured interview
format has been chosen because, whilst a structured interview will provide
exploring other issues if they arise. Where permitted by the participant, Skype
experiences with the Boundary Triage, but also examples of online interactions
(with the names blacked out) where the Boundary Triage was used, had an
impact or where there were issues. The focus here initially is on developing
systemic leadership skills that will transpire, and hopefully be seen, online. I
will use online analytics to obtain quantitative data, with interviews and surveys
with the workshop participants to gain qualitative insights into what is being
Qualitative Quantitative
Interviews (3 per participant) Online Analytics
Comments
Researchers Diary
Table 2: Data Sources
and a survey conducted with those who are part of the wider organisation to
42
determine if there has been any noticeable change in leadership style and how
Physical attendance numbers at centres for courses and public programs will
introduction of the Boundary Triage and its systemic impacts, both online and
offline.
2006; Ison, 2008; Reason & Bradbury, 2008). A reflexive diary will be
Triage has any validity). This reflexive process will provide learning
bias, but the latter term implies the possibility of an objective, unbiased
position. If such a position is actually achievable, we can never know for sure
when we have got there (Popper, 1972). A sceptical stance is important for
the software program used to code and to critically analyse both online and
images and video. Textual analysis of media (both online and offline) will be
43
the main research method using systemic functional linguistics (Halliday, 1985)
network (Halliday, 1985; Frey et.al., 1991). The analysis of data will include the
coding of key words within conversations (Annex D), images (and the words, if
quotes, and who said them), music and attributes, sound files and attributes,
videos and attributes; who shared which media, when, where, and the context;
and interactions such as likes and shares to measure systemic reach. Only the
community using Google analytics as well as using social media analytic tools
when using big data or conducting online research (Borgatti & Molina, 2003;
consent is not required if the data cannot, and is not, linked back to an
individual. The website analytics (big data) are provided by Google Analytics
the health of the website activity (not of specific individuals) and key word
intervention period.
Quality assurance
To assure the quality of the study, participants will be invited to review the data
44
reflection diary will act as a learning tool to expose elements of positionality,
this process. Any issues that arise and influence the direction of the research
The intervention aims to test the Boundary Triage for its utility in developing
the intervention, their interactions both online and off, and the statistical data
is more useful when the focus is the simple fact of whether a particular
is at issue. SNA does not help explore meaning, which is necessary for my
study.
organisations have to face greater risks, and operate in a more volatile and
study in the time limits of a PhD, so use of the Boundary Triage in profit making
19
SNA also brings into the study ethical issues, such as privacy, as data can be linked directly back to
an individual (Borgatti & Molina, 2003; Weerakkody, 2009).
45
Timetable
A 9 month period of intervention and data collection will commence on the 1st
of August 2014, completing on the 28th February 2015. The planned date for
The research will be conducted in accordance with the University of Hulls Ethical
Approval Policy and the Ethical Principles for Researchers and Lecturers in the
Hull Business School (Appendix D). At this stage there is no perceived risk or
being omitted. Interviewees will not be named unless prior written consent
has been received. I will securely store data for a period of five years in line
protected (names and photos will be omitted) and permission to use the text
The whole social network will not be informed that it is under observation, as
the research20.
20
Although, conversely, this could become another form of intervention in the future, as it would be
interesting to see if the intervention is implemented more effectively if the full social network is aware
that it is under study.
46
I will provide all contact details, including social network websites, should the
Dissemination
sites. Journal articles and book chapters may also be produced during, and
47
Chapter 5
Moving Forward
This research journey started after I had served over 20 years within the IT,
and knowledge innovators have used social media in creative and innovative
ways to communicate, sell, create and learn more effectively and efficiently.
and the digital divide would be the barriers that would prevent realisation of
all the potential of social technologies. However, the issues ran deeper than
nature of Boundary in the social world and the Boundary Triage. As a partial
ontology, the Boundary Triage reveals the social nature of Boundary creation
and other factors that reinforce that boundary. As a practical tool, its aim in
the first instance is to make explicit critical boundary moments and associated
48
Empirical evidence, starting to be gathered through my research (Annex A),
already suggests that the Triage holds potential for personal transformation
by enabling different ways to see, think, analyse and respond to problems and
whether the Boundary Triage has the potential to develop more open, yet
critical, discourse and interaction both online and offline, within a collective
Yet the Boundary Triage is still flawed. Boundaries are value-full (Churchman,
1971; Ulrich, 1983; Midgley, 2000). The role of ethics and morals has not yet
been taken into account sufficiently. Components such as time, distance and
or is it a feature of a system that already exists (as in its structure) and needs
more reflexive form of critical systems thinking (Taylor, 2010) than the simple
point what the term systemic leadership meant in the literature, and what
the next phase of my research, what Systemic Leadership means and how it
and the managers of the future - to adopt not only the concept, but also to
development.
49
I appreciate that there is a significant amount of theory that I have consciously
excluded due to the limitations of the word count, and which I intend to
address in subsequent research. There are also several areas for further
exploration with the Boundary Triage in terms of looking within (for example,
the self, morality and ethics, spiritual intelligence), and broader application
Midgley (2000, p. 274) states that all theories are partial (they are ways of
50
ANNEXES
Annex A
Situation: At the age of 42, I wanted to get my fitness level to the level I was when
I was 24 years old and in the Royal Australian Navy (RAN). Up until this point, my
fitness consisted of doing a 5km walk every second day. The RAN fitness
requirement for 45-54 year olds was to run 2.4 km in 17 minutes or under.
Source: http://www.navy.gov.au/join-navy/recruit-school/fitness
51
This table outlines the progress of my running goal. At the time, I was researching boundaries and trying to determine what the components
of a boundary were. Each time I went for a run, a new insight would be realised most importantly that boundaries are created and
accepted, that boundary conditions change over time and that I, the Agent, was able to adjust these boundary conditions. I was surprised
by these results as in 14 days the time was reduced from 19:38 minutes to 11:55 minutes, an improvement of 7:43 minutes.
52
Annex B
2. Organizational Politics
Results: Permanent role, promotion, pay increase
The problem situation: X received a job transfer from the UK to Australia in September
2011 to cover As maternity leave for one year. The transfer was created by the Sales
Director and the HR Director of his company due to his expertise in Key Account
Management. On the first day of working in Australia, Xs line manager resigned and the
The Regional Sales Manager (Y) had originally come from a teaching background and had
been with the company for many years. He had developed and implemented the
mentoring program. He had not been involved in the recruitment of X and it was reported
that there was some tension between the Sales Director and the RSM, with conflicting views
on the strategic management of the Sales team and Key Account Management.
X applied for the management role left vacant by his line manager, but the RSM would not
months in the role, the RSM told X that he would understand if X started looking for a new
job outside the company. X understood that this meant that he should start looking for a
job. X does not like uncertainty and this situation left him feeling frustrated and not
valued.
The Boundary Triage was employed to initially determine Xs boundary conditions. Initially,
X had been an Acceptor of the RSMs politics and these were reinforced by the factor of
Authority. Then we looked at the other boundary conditions, those of the RSM and the
Sales Director. It became obvious that X was a pawn in a game of organizational politics
Director and the HR Director that recruited X therefore the intensity of Xs RF factors
started to decrease against the authority RF created by the RSM. The next factor was for
X not to be an Acceptor of the RSMs viewpoint. By not accepting the RSMs viewpoint
and looking at other boundaries within the system (all of which are networked) this
diminished the RSMs Power RF within X psychologically (although it was still there).
X (after getting permission from the RSM) then approached the HR Director to ask for
assistance in job hunting. The HR director was unaware of what had transpired, and within
four weeks had a role for X within the company dealing with Key Account Management
contacted the RSM to ask for permission to apply for the role. Unfortunately, the RSM
once again had not been involved in this job creation and found organisational legislation
The RSM then proceeded to promote the person who X was initially covering for, A, without
interview to the Line Managers role. The RSM suggested that the existing role X was
doing was being made available to X as a permanent role. However, A had less experience
and fewer qualifications than X. This unpopular action made it clear that there was a
political issue at hand and the Executive managers stepped in and reposted the permanent
Throughout this whole period, X was able to manage his personal feelings of uncertainty
and anxiety, and respond in a proactive and positive way to achieve the outcome that he
(and Executive management) wanted as he was able to understand the dynamics of the
problem situation and knew that these dynamics would change over time. In performance
reviews by several managers, X has been commended on his resilience, his ability to identify
gaps in his performance, listen to other perspectives and manage difficult situations in a
positive, progressive way. X attributes the ability to manage this uncertainty to the
Boundary Triage as it helped him to think about the situation systemically, and in a very
simple way.
54
Conversely, an almost identical scenario occurred over the same period of time in the UK
with another colleague (Y) in that Executive Management recruited him without
consultation with the Senior Manager. No Boundary Triage was used as it was not known
at the time. The result was that Y had such a difficult time with the senior manager that Y
left the company and was unemployed for three months before finding a new role
elsewhere.
These are only two examples of the development, use and outcome of the boundary
theory. However, the simplicity of the theory seems to appeal to people operating within
complex environments and who are trying to make sense of the world.
55
Annex C
Boundary dynamics has the potential to lead to messy and wicked problems. Once the
Boundary workshop has been conducted, further inquiry into boundary dynamics and
how the Boundary Triage has been used, and how it transpired, using the questions below
to guide a semi-structured interview:
What is the nature of boundary conflicts between agents?
What systems of engagement are most effective over time, allowing for flexibility
and change?
Adapted from Price-Mitchell, M. (2009 p.21). Boundary Dynamics: Implications for Building Parent-
School Partnerships. The School Community Journal (Fall/Winter 2009), 19(2), 9-26.
56
Annex D
This list of words is a collation of terms identified during conversations and in the literature
categorisation of terms. It is anticipated that Stage 2 of the research with reveal more
boundary terms, their meaning to the individual and the collective and the significance of
57
Structural Business Personal Natural
Affirmations
Box Agreement Age Brink
Brink Company Beliefs Frontier
Fence Belong Horizon
Contract
Fortress Cant Margin
Department
Gate keeper Class Periphery
House Discipline
Culture Rim
Line Group
Facts Threshold
Property Guidelines Ideology Verge
Room
Hierarchy Nightmare Area
Shape
Space Horizontal Numbers Region
Surround Industry Ownership Suburb
Verge Laws Privacy Borderline
Wall Protect Environment land
Organization
Framework Religion Environment sea
Party Shant Environment outer
Apartheids
Ghettos Policy Expectation space
Barrios Regulations Status Country
Reservations Rules Time
Colonies Values
Section
Fortresses Wont
Sector
Judgement
Citadels Security
Decision
Team Identity
Treaty Role
Vertical Fear
Certainty Choice
Model Like / Dislike
Perspective
conditions
World View
Pain
58
Data Management Plan
Annex F
(NB: This form should be completed at the start of all projects where data management
is not dealt with otherwise). Shaded areas are considered essential, particularly when a
Project title
Leadership in a Networked World
Brief description
Investigating the use of boundary critique and
management as a systemic leadership tool to
encourage open innovation and collective
intelligence in a networked world.
For detailed, updated explanations of the various parts of the document that
require completion, please refer to the accompanying Appendices.
This University of Hull History Data Management Plan (HDMP) applies the DCC
Checklist for Data Management (v3.0 17 March 2011).
64
Data Management Plan
Contents
65
Data Management Plan
66
Data Management Plan
2.3 Are there existing forms of the data that will be used within this research project, or
which will be used as the basis for the research? If so, provide a brief description and
citation
No.
2.3 Will data be available in electronic format (if so then state format(s))?
No.
2.4 Will the data be available in non-digital form (if so then state format(s))?
No.
2.5 Will the data stand alone and be comprehensible to a third party or be accompanied
by explanatory documentation (e.g., a data dictionary)?
The data will be stand alone and comprehensible to a third party (eg. Interviews). Where
this is not the case, or if myself and supervisors feel that the data is (or may be)
incomprehensible (eg. Coding of semantics and emoticons), explanatory documentation
will accompany the data.
Data will be saved onto a password protected blu-ray disk and held securely for storage.
Data on computers or laptop will be deleted.
67
Data Management Plan
Access to a numerical data set will be by an approved request. For interview recordings
and transcriptions, participant (including the researchers diaries), access will be granted
only if the consent of the participant has been provided and that the data is anonymous.
During the project, the data will be securely stored on a private secure cloud storage drive
(not USB) or locally held on the researchers Password protected PC.
Data will be saved onto a password protected blu-ray disk and held securely for storage.
Data on computers or laptop will be deleted.
3.2 Will the data comply with relevant legislation such as Data Protection Act, Copyright,
Design and Patents Act, Freedom of Information Act, etc.?
Yes.
3.3 If several partners are involved how will compliance with 3.1 and 3.2 be assured?
N/A
68
Data Management Plan
This section is used to consider if and how you will share the data once it has
been created/compiled
4.1 Are you required, or do you intend, to share the data, and with whom? If so, when?
No. In the event that Examiners will need to see the data, consent must be freely given
by the participants with sufficient information provided on all aspects of participation and
data use. There will be active communication between the parties. Consent will never be
inferred from a non-response to a communication such as a letter.
N/A
4.3 Will the data have to be stored and/or made accessible for a specific period (if so, how
long)?
5 years
4.5 How do you anticipate the data being used subsequent to the project?
The data will be held for the researchers archive only. It is not anticipated to be used in
subsequent research.
69
Data Management Plan
This section is used to clarify details of how the data will be stored
5.1 Where and how will the data be stored during the lifespan of the project?
During the project, the data will be securely stored on a private secure password protected
cloud storage drive (not USB) or locally held on the researchers Password protected PC.
5.2 Where and how will the data be stored on completion of the project?
Data will be saved onto a password protected blu-ray disk and held securely for storage.
Data on computers or laptop will be deleted.
Data held on the PC will be backed up each night onto the private secure password
protected cloud storage drive. Each week the data will be saved onto a password
protected CD.
5.4 Will different versions of the data be stored? If so, what frequency of versioning will
be appropriate?
No.
70
Data Management Plan
The data will be held in an RTF format. The data will be destroyed after 5 years.
6.2 How will the data be managed after the life of the project, for how long and in what
format (NB this section refers to the detail of preservation and archiving actions, not just
how it will be stored this is addressed in section 5.2)?
The data is not intended to be used after the life of the project unless the Examiners
require it to substantiate claims made in the research. It will be stored in Blu-ray DVD
format securely with the Researcher.
The data will be destroyed after 5 years.
6.3 If the data include confidential or sensitive information, how will these data be
managed to prevent possible future breaches?
The data will not include confidential or sensitive information as this will not be collected
(ie. Data collection, including demographic data, will be anonymous to protect the
identities and confidentiality of the participants).
6.4 If metadata or explanatory information is to be archived, how will this be linked to the
data?
This will be in an RTF document format on the Bluray DVD. It will be destroyed with the
data after 5 years.
I will need to provide quotations in my thesis. However, the identities of individuals will
not be revealed. A system will be developed and agreed with the participants in terms of
citations. Interactions cited with other members will be converted to a number system
eg. If Participant 1 interacts with 5 members (who are not direct participants of the study,
the data will remove the names and identities and Members will be assigned a number to
identify their interactions.
71
Data Management Plan
This section is used to outline the staffing and financial details of the data
management
7.1 List the specific staff who will have access to the data and denote who will have the
responsibility for data management.
Delia MacNamara
7.2 How will the data management described in this document be funded?
N/A
72
Data Management Plan
This section is used to clarify how data management will be an embedded part
of the research project
8.1 How will the data management plan be adhered to?
Regular reviews, reports and assessments of the data management plan will be provided
every 3 months as to how the commitment and processes discussed have been
implemented and adhered to. Any incidents or changes to the Data Management
process will be reported and documented for approval by the appropriate authorities.
8.2 Who will review the data management plan? What is the schedule for this review?
Professor Gerald Midgley, Director, Centre for Systems Studies, Associate Dean for
Research and Enterprise will review the data management plan prior to the
commencement of data collection.
73
Data Management Plan
Title Professor
Designation
Supervisor
Name Gerald Midgley
Date
Signature
Researcher
Title Ms
Designation Researcher
Name
Delia P. MacNamara
Date
Signature DWPMacNamara
74
Data Management Plan
Expertise
Bachelor of Information Systems
Masters of Business Administration
Title
Name
Contact
Details
Expertise
75
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