Executive Summary: The thesis is based on four months of field work at the case organization X and analyzes how the organization focuses on its employees’ abilities to be curious in order for X to be innovative. The organization expects to obtain a notion of curiosity by framing curiosity in a certain way. It is considered theoretically impossible to attain a complete framing why the thesis questions whether X is successful when X presupposes that a full framing is possible. Using actor-network theory, the thesis asks how the conditions of the project make a notion of curiosity possible and impossible, and using Foucault’s power perspectives it asks how the resistance informs about this impossibility. The thesis finds that X attains a notion of curiosity that is not recognized by the management, and the notion of the curiosity that the management recognizes is not curiosity but a notion of innovation. The notion of curiosity is judged on the preconditions of innovation instead of the definition of curiosity. The thesis is devided into three parts. Firstly, the analysis finds four conditions that make the notion of curiosity possible and impossible because of the shape of the overflow. The overflow is visible through different forms of resistance towards the project, and the resistance is possible due to the framing which makes the employees capable of challenging the project. The framing introduces a notion of curiosity that can be formulated on small cards, demands rewards, requires organized cooperation and communication, and compatible notions of curiosity between management and employees. The four notions of curiosity are all challenged in different ways by the employees. Secondly, the analysis finds that the employees’ notion of curiosity is established through the use of the idea boxes as the black box is not fully established among the employees. This renders visible an alternative notion of curiosity through overflow and resistance which challenges the managements’ notion of curiosity. Thirdly, the discussion finds that the resistance informs about the projects’ impossibility when curiosity is judged on economical terms instead of the definition of curiosity. The employees’ willingness to cooperate and look curious gives a notion of curiosity which is more compatible with the curiosity term. This challenges the managements’ notion of curiosity.
|Educations||MSocSc in Political Communication and Managment, (Graduate Programme) Final Thesis|
|Number of pages||85|