Please enable JavaScript.

Coggle requires JavaScript to display documents.

Week 4: Insider Activism - Coggle Diagram

- - - - promoting or countering change in organization
      - using organisations as platform to bring attention to issue
    - - full time & part time & independent contractors (eg uber drivers)
      - factory workers, white-collar, senior exec.
  - - - groups were founded by minorities to form community, to find new way to advocate equal rights and anti discrimination policies
        
        starting in 90s strong growth of employee activism in organisations
        
        sometimes they began receiving corporate sponsorship and rebranded as employee resource groups
    - - Empowerment as management principle
        
        "Empowerment" - idea that individual employees should have authority to direct efforts and provide input to organisational decision making
        
        if employees have opportunity to share ideas about improving business, likely also concerns about societal issues
      - New technologies
        
        social media platforms - information exchange, planning & executing easier across industries
        
        at no financial cost
        
        reach broad audience, eg. when Facebook employees complained about psychological trauma of content moderators, grievance broadcasted widely= legal settlement
      - Rising Workforce expectations
        
        younger generation workers higher expectations for finding meaning and purpose, not just money
        
        desire for meaning translates to higher expectations that employers act responsibly, if not, younger gen is not shy to campaign and demand change
        
        younger geb have lower levels of loyalty to company, make them more willing to take risks via activism
      - Urgent societal challenges
        
        Organizations increasingly seen as powerful and capable agents of change, contrary to governments, perceived to be too politically polarised and slow to be effective
        
        feel changing own organization important step in bringing about larger change
- - - - expression of minor grievance to major attempts to seize control. Differ in number of participants and visibility
      - When?
        
        goal to change behavior AND structure of organization aswell as change in society as whole
    - - aim: not replace leadership but change aspect of organisational functions
      - When?
        
        employees wanted new goals, policies implemented but have been explicitly denied by leadership
    - - seizing power within organization
        
        employees efforts to affect leadership succession
        
        planned in secrecy
      - When?
        
        mostly when leaders,CEOs have records of bad decisions, performance, created enemies
  - - - now: relationship of activists with organisation
        
        intuition: insiders characterised by high levels of both, outsiders low levels
    - - insiders: high knowledge
      - impact unfolds and can create strategic advantages to activists
        
        enables
        
        focus efforts by understanding realistic action
        
        effective mobilising ppl, using knowldege about values and culture
        
        direct influence on decision makers
    - - insiders: high dependency.
        
        Ex: for slary
      - implications on how activism unfolds.
        
        Ex: resource dependency may dissuade insiders from participating, due to concerns of being punished by organization
  - - - claims of illegal, immoral practices to authorities
      - differs: whistleblower act alone, outside organizatonal system, activists recruit peers, engage in collective efforts, work within system
    - - target organisations and states with power to regulate conditions
      - differs: Not confined to single organization, often unable to position as insiders and excluded from access to scion making power, Strive for continuation of Movement itself, employee activists focus on achieving specific target
- - - - insufficient thought-through reactions -> alienating emp. bc not taken seriously
    - - leaders need to include responses to employee activism in their strategic plan, to be prepared in case activism happens, be proactive not reactive helps avoid panicked responses
  - - - result: likely to underestimate challenges pf employees, or feeling around issues ALSO might think employees feel safe speaking up when actually intimidated
    - - result: pay no attention until its too late
    - - reverse mentoring
      - employee network groups
      - increasing organisational diversity via recruitment, enables leaders to stop hearing similar passive uncritical opinions
  - - - BUT: a-political =\ neutral
      - opens company to criticism on issue hoping to avoid
    - - not engaging serve Putins agenda and drew huge criticism to organizations