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We consider the emergence of design innovations in process, emerging around the form of polyarchy. This is done by using a case study of innovation conducted by a production organization’s project that was embedded in and hosted by a bureaucratic public institution, the Australian Broadcasting Corporation (ABC). The research reported here was part of a larger project comparing the BBC and ABC’s use of different modes of organization. It focused mainly on the organization designed to deliver a six-part television series, The Code. The innovative process of Scribe, the organization in question, in producing the story is a good example of idea work being instituted in a polyarchic design process. Scribe represents a new organizational design characterized by a polyarchic structure, which is soft and decentralized, with strict and relatively insuperable social and symbolic boundaries. This results in a project-based organization to coordinate collective innovation that is curated by making the writer also the creative director or showrunner. The research contributes further to exploring organizational idea work, through prioritizing creativity and innovation by an explicit positioning of a product and collaborative generative idea work.

26:T546,

The promise of leadership being spread across levels and parts of an organisation beckons scholars and practitioners alike, yet the theory and practice of it remains partial and elusive. We show how cross-hierarchical leadership understanding and practice might be better embedded in organisations through discursive resources with the potential to connect groups, even temporarily, across asymmetrical power relations. Our study empirically draws on a rare leadership development workshop bringing together chief executives and frontline leadership to explore the complexities of leadership in a health and safety context. This inquiry draws iteratively between workshop interactions and subsequent interviewing of those present to identify discursive resources firstly hindering and secondly contributing to moments of pluralising and spreading leadership. Whereas frontline leadership drew on discourses of embedding, collaborative and grounding leadership, and chief executives alternatively on analytic, overseeing and cascading discourses, our interest was provoked by the shared discursive resources of reframing identities, constructing intermediaries, overcoming distance, sparking engagement and inviting translation with the potential to loop hierarchy and bring power relations across hierarchical differences into (re)negotiation.

27:T5a2,