Playful Mapping is the result of many years of joint enterprise in which we, as authors, devel-oped a close intellectual collaboration. As a book, it emerged towards the end of the ERC project Charting the Digital that ran from 2011-2016, and during a still-ongoing Erasmus+ project; Go Go Gozo. Over this five year period, members of the Playful Mapping Collective got to know each other as colleagues and friends, participating regularly in diverse academic and social activities, such as conference panels and workshops.1 The authorship of this book therefore reflects an interesting collaborative experiment, enrolling researchers who have been working together in an active way over the past half-decade. This preface explains the genealogy of the emerging and open collaboration through which we developed ideas
This doctoral thesis describes three case studies of service engineers participating in organizational change, interacting with managers and consultants. The study investigates the role of differences in professional discourse and culture when these three professional groups interact in organizational change, and how this affects the change result. We bring together two scientific fields, first change management and second, linguistics. The intersection represents the overlapping field of professional discourse and culture. The research design was an explorative multiple case study using qualitative linguistic analyses. The study found that successful organizational change is the result of interaction between professional culture, the organizational culture and the organization/change context. The differences between the professional cultures and discourses can hamper the change process. The practical contribution of this study might be the increased awareness among professionals about their own professional, and often implicit, assumptions. Managers, consultants and service engineers have to be aware of the group dynamics and the specific role of their own typical professional discourse and culture in a change project setting.
Sustainability transition research seeks to understand the patterns and dynamics of structural societal change as well as unearth strategies for governance. However, existing frameworks emphasize innovation and build-up over exnovation and break-down. This limits their potential in making sense of the turbulent and chaotic dynamics of current transition-in-the-making. Addressing this gap, our paper elaborates on the development and use of the X-curve framework. The X-curve provides a simplified depiction of transitions that explicitly captures the patterns of build-up, breakdown, and their interactions.Using three cases, we illustrate the X-curve’s main strength as a framework that can support groups of people to develop a shared understanding of the dynamics in transitions-in-the-making. This helps them reflect upon their roles, potential influence, and the needed capacities for desired transitions. We discuss some challenges in using the X-curve framework, such as participants’ grasp of ‘chaos’, and provide suggestions on how to address these challenges and strengthen the frameworks’ ability to support understanding and navigation of transition dynamics. We conclude by summarizing its main strength and invite the reader to use it, reflect on it, build on it, and judge its value for action research on sustainability transitions themselves.
MULTIFILE
