Pandemic, power and paradox: Improvising as the New Normal during the COVID-19 crisis

The global COVID-19 pandemic made salient various paradoxical tensions, such as the trade-offs between individual freedom and collective safety, between short term and long-term consequences of adaptation to the new conditions, the power implications of sameness (COVID-19 was non-discriminatory in that all were affected in one way or another) and difference (yet not all were affected equally due to social differences), whereas most businesses became poorer under lockdown, others flourished;while significant numbers of workers were confined to home, some could not return home;some thrived while working from home as others were challenged by the erosion of barriers between their private and working lives. Rapid improvisational responding and learning at all levels of society presented itself as a naturally occurring research opportunity for improvisation scholars. This improvisation saw the arrival of a 'New Normal', eventually defined as 'learning to live with COVID-19'. The five articles in this special issue capture critical aspects of improvisation, paradoxes and power made salient by the COVID-19 pandemic in contexts ranging from higher-education, to leadership, to medical care and virtue ethics. In their own ways, each breaks new ground by contributing novel insights into improvisation scholarship.

Evolving Conceptions of Work-Family Boundaries: In Defense of The Family as Stakeholder

In the management and organization studies literature, a key question to explore and explain is that of the family as an organizational stakeholder, particularly when working-from-home became the “new normal”. Departing from meta-analytic studies on the work-family relation and connecting with scholarly conversation on work-family boundary dynamics, we identify three main narratives. In the separation narrative, work and family belong to different realms, and including the family in the domain of organizational responsibility is seen as pointless. The interdependence narrative stresses that organizations and families are overlapping domains in which it is important to acknowledge that the policies and practices of the former might have an impact on family life, and vice-versa. The embeddedness narrative, brought to the fore by the COVID-19 pandemic, sees employment and family as progressively convergent and hybrid work domains. The evolution of employment relations towards increased hybridity of the work situation being embedded in the familial/household context increasingly calls for consideration of the family/household as an integral rather than a peripheral stakeholder.

Becoming a Fraternal Organization: Insights from the Encyclical Fratelli Tutti

We uncover fundamental dimensions of the process through which organizations embed the practice of fraternity through embarking on an organizational journey in the direction of the common good. Building on the latest encyclical of Pope Francis, Fratelli Tutti, about fraternal and social friendship, we offer insight into the understanding of what it means to become a fraternal organization and reflect on the key ethical and paradoxical challenges for organizations aiming at collectively contributing to the common good. We add to previous work by characterizing this journey as a process involving unique ethical challenges that emerge from the paradoxes associated with this process and how this might change the nature of the relationships between organizations and others within the organizational landscape.

Theorizing compassionate leadership from the case of Jacinda Ardern: Legitimacy, paradox and resource conservation

During times of suffering such as that inflicted by the COVID-19 pandemic, compassion expressed by leaders helps to ease distress. Doing so, those in a position to provide resources that might facilitate coping and recovery are attentive to the situations of distress. Despite an abundance of leadership theorizing and models, there still is little academic literature on compassionate leadership. To address this limitation, we present an exploratory case study of New Zealand Prime Minister Jacinda Ardern, someone widely recognized for her compassionate leadership and frequently described in paradoxical terms (e.g. ?kind and strong?;embodying ?steel and compassion?). We address her compassionate leadership through the lenses of paradox theory, legitimacy theory and conservation of resources theory. We contribute a heuristic framework that sees various types of legitimacy leveraged synergistically to build resources and alleviate suffering ? providing further legitimacy in an upward spiral of compassionate leadership.

Improvising resilience: The unfolding of resilient leadership in COVID-19 times.

The spread of the COVID-19 pandemic in Italy has had disastrous effects on the national economy. The hospitality sector has experienced a significant impact from the crisis: starting from March 2020 it has literally collapsed. Experts believe it will take three years for the sector to recover. Confronted with a dramatic uncertainty, which imposed rapid action, hospitality leaders need to nurture resilience. To enrich current understanding of the way resilient leadership unfolds to respond to jolts, we draw on an exploratory qualitative research involving Italian hotel managers. Following in-depth interviews, we show that resilient leadership and improvisation are deeply interconnected. Their interdependence entails two practices, namely gardening and learning. This suggests a paradoxical tension: to exercise resilience, leaders need to be at the same time in the system, by actively learning from events, and outside the system, by zooming out as they focus on ongoing planning for the next move.

Resilient Leadership as Paradox Work: Notes from COVID-19

In such situations there is always the expectation that ‘something has to be said’ in response to commentators and authorities calling for a clear unambiguous direction (in politics, in business, and in communities) and that it is best said by ‘the leader’. Contradictory tensions (such as anticipation/adaptation;solidity/flexibility;efficiency/redundancy;boldness/prudence;compassion/hardiness;profit/purpose;updating information/being aware that information may not mean knowing;courage to make unpopular decisions/humility to listen the crowd, etc.) must be synthesized into an overarching whole to characterize resilient leadership. The COVID-19 pandemic has tested the capacity of leaders to be both firm and flexible, gritty and empathic, tough and compassionate, directive and empowering, willing to set the pace and to be responsive to the emerging realities, steering and sharing leadership, leading while being led by experts (Wilson, 2020);in other words, conducting paradox work in the purposeful balancing of interdependent yet opposing forces (Smith & Lewis, 2011). The COVID-19 lockdown is providing countless opportunities for employing ‘generative doubt’ and the ability to ‘learn to unlearn and learn’, as well as other expressions of paradox work: engaging the base while offering clear direction from the top;focusing on central processes while scrutinizing the more opaque periphery in order to stay alert to unexpected developments;making short-term improvised decisions while considering long-term implications;providing flexibility for adapting to changing circumstances while maintaining control;conducting deliberate search while being open to serendipitous emergence.

Fast Response to Superspreading: Uncertainty and Complexity in the Context of COVID-19.

Although the first coronavirus disease 2019 (COVID-19) wave has peaked with the second wave underway, the world is still struggling to manage potential systemic risks and unpredictability of the pandemic. A particular challenge is the "superspreading" of the virus, which starts abruptly, is difficult to predict, and can quickly escalate into medical and socio-economic emergencies that contribute to long-lasting crises challenging our current ways of life. In these uncertain times, organizations and societies worldwide are faced with the need to develop appropriate strategies and intervention portfolios that require fast understanding of the complex interdependencies in our world and rapid, flexible action to contain the spread of the virus as quickly as possible, thus preventing further disastrous consequences of the pandemic. We integrate perspectives from systems sciences, epidemiology, biology, social networks, and organizational research in the context of the superspreading phenomenon to understand the complex system of COVID-19 pandemic and develop suggestions for interventions aimed at rapid responses.

Stewardship as process: A paradox perspective

Long-term stewardship is usually represented as a stable structural condition and portrayed as a source of competitive advantage to firms (including family businesses) that use it as a mode of governance. Less is known about how organizations engage with stewardship as a process. We embrace a process approach to report a case study about the unfolding of stewardship in a multi-business family group. We conclude that stewardship is a process marked by critical tensions and paradoxes;by exploring the nature of these we uncover further dimensions and responses to the paradoxes of stewardship.

Deadlock of proctologic practice in Italy during COVID-19 pandemic: a national report from ProctoLock2020.

Proctology is one of the surgical specialties that suffered the most during COVID-19 pandemic. Using data from a cross-sectional worldwide web survey, we aimed to snapshot the current status of proctologic practice in Italy with differences between three macro areas (North, Centre, South). Specialists affiliated to renowned scientific societies with an interest in coloproctology were invited to join a 27-item survey. Predictive power of respondents' and hospitals' demographics on the change of status of surgical activities was calculated. The study was registered at ClinicalTrials.gov (NCT04392245). Of 299 respondents from Italy, 94 (40%) practiced in the North, 60 (25%) in the Centrer and 82 (35%) in the South and Islands. The majority were men (79%), at consultant level (70%), with a mean age of 46.5 years, practicing in academic hospitals (39%), where a dedicated proctologist was readily available (68%). Southern respondents were more at risk of infection compared to those from the Center (OR, 3.30; 95%CI 1.46; 7.47, P = 0.004), as were males (OR, 2.64; 95%CI 1.09; 6.37, P = 0.031) and those who routinely tested patients prior to surgery (OR, 3.02; 95%CI 1.39; 6.53, P = 0.005). The likelihood of ongoing surgical practice was higher in the South (OR 1.36, 95%CI 0.75; 2.46, P = 0.304) and in centers that were not fully dedicated to COVID-19 care (OR 4.00, 95%CI 1.88; 8.50, P < 0.001). The results of this survey highlight important factors contributing to the deadlock of proctologic practice in Italy and may inform the development of future management strategies.