Managing open-ended style
Date: 17 November 2016
Speaker: Professor Vaughn Tan (pictured), Assistant Professor at the School of Management, UCL.
Abstract
Professor Tan will be presenting a qualitative, ethnographic field study of five internationally renowned teams working in high-end cutting-edge cuisine. He will first introduce the concept of open-ended style, then document and theorize about organizational knowledge management practices appropriate for this type of style. The consistency of a style makes an organization’s products familiar to consumers: Style can be a source of durable differentiation. However, an organization’s style must also be open-ended for it to be able to create innovative products that are nonetheless familiar to consumers. The inherent tension between novelty and familiarity makes open-ended style difficult to codify and transfer internally: Open-endedness can make style a management challenge and operational liability. In this paper, Professor Tan will describe how uncodified knowledge about open-ended style was more effectively transferred between team members using three practices:
1) Group evaluations of prototypes
2) concrete exemplar-based feedback, and
3) outcome-focused feedback.
Based on these practices, he proposes a process mechanism—transfer through testing and update of successively more accurate approximations—for managing knowledge about open-ended style in organizations. He concludes by discussing the value of open-ended style as a strategic concept in creative industries, and how this study extends our understanding of the effect of feedback practices on organizational knowledge.