OLKC2017

Keynotes

Juani Swart (Associate Dean Faculty, Professor in Human Capital, School of Management, University of Bath)

 <img alt="Professor Juani Swart Associate Dean Faculty Professor in Human Capital, School of Management University of Bath" src="/_files/_event/_4239/_editorFiles/file/juani_swart2.jpg" style="width: 147px; height: 204px; float: left; margin: 5px; border-width: 5px; border-style: solid;" title="Professor Juani Swart Associate Dean Faculty Professor in Human Capital, School of Management University of Bath" />

 Juani is a Professor in Human Capital Management and she specializes in Knowledge management and the management of Knowledge workers. She is Associate Dean Faculty. Her research is focused on human capital as a strategic resource, innovation, ambidexterity and employee attitudes and behaviours. She has published widely in the area of people management in knowledge intensive firms, intellectual capital structures, innovation and knowledge sharing. She seeks to integrate theory and practice in her role as Associate Dean Faculty. That is to say, her research findings from Professional Services Firms informs her practice and she seeks to integrate this thought leadership into School-based management practice. Her teaching is focused on managing knowledge. At the MBA level she teaches People management and leads an MBA elective on Knowledge Leadership in a Global Economy where she works closely with the World Bank. Juani was Director of the MBA at Bath (2005-2007) where she established the External Advisory Group of Companies and led the re-design and re-launch of the suite of MBA programmes. As a Chartered Psychologist, Juani's executive development expertise is in the areas of strategic knowledge management, leadership styles, personal effectiveness in the context of people management and the management of professionals. 

 Ph.D (knowledge management), Chartered Organizational Psychologist, M.Comm. (Organizational Psychology) B.Comm (hons) (Organisational Psychology)

  

 Laurence (Larry) Prusak

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 Larry Prusak is a researcher and consultant who has been studying knowledge and learning in organizations for the past 25 years. He was the founder of the IBM Institute for Knowledge Management and also directed knowledge programs at Ernst and Young, and McKinsey and Co. During the past decade he was senior advisor for knowledge at NASA and the World Bank. Mr Prusak has edited or co-authored 12 books, written over 50 articles, and has given more than 250 major talks. He has taught or guest lectured at over 40 universities throughout the world. He studied the History of Ideas at NYU where he completed all course work for a PhD and has two honorary doctorates in Information Science from Long Island University and Simmons College.

  

  

 Inspirational learning: Dimensions and Dynamics

 This keynote is presented as a conversation between Professor Prusak, Professor Swart and the audience. It takes a closer look at the dimensions of inspiration such as (i) the emotional (when we feel moved by an individual’s values, life story or ambitions); (ii) the spiritual (it is no coincidence that we gather in Vallodolid after Easter where hundreds of people observe the Holy week in devotion sobriety and silence);  (iii) the social (we are inspired when we meet others, planned or by coincidence, and our interaction is often the source of inspirational action); (iv) the intellectual (here we focus on what moves us to think differently).

 It is this fourth point which we explore further by drawing specifically on Polanyi’s (1968) notion of spontaneous integration. His view is that Genius is understood to involve inspiration, something like a gist of an idea (Prosch; 1986: 100). In this context we explore which fields of spontaneous integration could provide a future research agenda.

 We invite all participant to come prepared with their own stories of inspiration!

 Larry and Juani

  

 Mats Alvesson

 <img alt="" src="http://www.ehl.lu.se/images/staff/fek-ma0.jpg" style="height: 205px; width: 145px; border-width: 5px; border-style: solid; margin: 5px; float: left;" />Mats Alvesson is Professor of Business Administration at the University of Lund, Sweden, at University of Queensland Business School, Australia and at Cass Business School, London. Research interests include critical theory, gender, power, management of professional service (knowledge intensive) organizations, leadership, identity, organizational image, organizational culture and symbolism, qualitative methods and philosophy of science. Recent books include  The Stupidity Paradox (Profile 2016, w André Spicer), Managerial Lives (Cambridge univ Press 2016, w Stefan Sveningsson),The Triumph of Emptiness (Oxford University Press 2013), Qualitative Research and Theory Deveopment (Sage 2011, with Dan Kärreman), Constructing Research Questions. (Sage 2013, w J Sandberg) Interpreting Interviews (Sage 2011), Metaphor we lead by. Understanding leadership in the real world. (Routledge 2011, ed with Andre Spicer), Oxford Handbook of Critical Management Studies (Oxford University Press, edited with Todd Bridgman and Hugh Willmott). Understanding gender and organizations (Sage, 2009, 2nd ed with Yvonne Billing), Reflexive methodology (Sage, 2009,  2nd ed, with Kaj Skoldberg), Changing organizational culture (Routledge 2015 2nd ed, with Stefan Sveningsson), Knowledge work and knowledge-intensive firms (Oxford University Press, 2004). 

  

 Knowledge and functional stupidity

 We live in an age where knowledge and learning is key, we often hear and say. But we also live in times where functional stupidity radiates triumphant. Functional stupidity means technical competence and adaption to expectations and requirements. Functional stupidity is a key element in contemporary organization and management, often celebrating specialized knowledge and expertise, instrumentalism, careerism and a strong emphasis of buying into visions, missions, corporate culture, branding and positive thinking. Occasionally it can be catastrophic. It can cause organisational collapse, financial meltdown and technical disaster. And there are countless, more everyday examples of organisations accepting the dubious, the absurd and the downright idiotic, from unsustainable management fads to the cult of leadership or an over-reliance on brand and image. And yet a dose of stupidity can be useful and produce good, short-term results: it can nurture harmony, encourage people to get on with the job and drive success. People can focus on means without thinking about the broader purpose. This is the stupidity paradox. The talk tackles head-on the pros and cons of functional stupidity. It addresses what makes a workplace short on critical thinking and reflection, why being stupid might be a good thing in the short term but problematic in the longer term, and how to make your workplace a little less stupid by challenging thoughtless conformity. It shows how harmony and action in the workplace can be balanced with a culture of questioning and challenge. The talk shows how anti-stupidity management can work.

 The talk is based on the presenter’s just published book: The Stupidity Paradox. The power and pitfalls of functional stupidity at work. Profile 2016 (with André Spicer)

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OLKC2017

Keynotes