2016
Seregina, Anastasia
Performing fantasy and reality Väitöskirja
Markkinointi, Aalto-yliopisto, 2016.
Abstract | Links | BibTeX | Avainsanat: art-based research, consumer culture, englanninkieliset väitöskirjat, fantasy, imagination, larp, performance, theatre
@phdthesis{Seregina2016,
title = {Performing fantasy and reality},
author = {Anastasia Seregina},
url = {https://urn.fi/URN:ISBN:978-952-60-6902-9},
year = {2016},
date = {2016-01-01},
urldate = {2016-01-01},
school = {Markkinointi, Aalto-yliopisto},
abstract = {Fantasy is a phenomenon that has a strong presence in both everyday life and in research. Fantasy is a central part of contemporary, consumption-oriented culture through its strong ties to the development of identity, the construction of communities, the attainment of desires, and the creation of meanings. Nevertheless, fantasy in itself is rarely the focus of research and thus remains undefined and under-explained. Moreover, research that does note fantasy tends to accentuate only its entertaining and leisurely aspects, presenting it as something unserious, irrational, and escapist. Studies further tend to present fantasy as something purely cognitive and imagery-based. However, fantasy is also a bodily and shared experience that is tied to materiality, space, and culture. It therefore becomes important to explore fantasy as a phenomenon in its own right from a bodily and negotiated point of view.
In this research, I explored how individuals engage in the performance of fantasy in order to gain a better understanding of the phenomenon as a subjective experience that is a part of contemporary Western culture. Talking on a performance methodology that focuses on experience, participation, and interaction, I collected data ethnographically in the context of live action role-playing games. I supported the ethnography with art-based research that took form in visual art addressing the theory and data analysis of this study.
I propose that fantasy can be described as the conscious engagement in two parallel performances, the performance of reality and its transformation that is outside of our symbolic order. Fantasy is therefore a different approach to and interpretation of normalised performance and reality. I further show that fantasy is intrinsically tied into the performance of reality. Fantasy allows investment into reality through its explicitly reflexive nature that pushes individuals to become aware of and thus also critical of the structures of their everyday performances. Lastly, I map out two different types of fantasy performance, entertainment-driven fantasy and exploration-driven fantasy. These differ in the ways individuals negotiate roles, interaction, space, time, and materiality as part of the performance. Entertainment-driven fantasy allows momentary attainment of personal desires, while exploration-driven fantasy leads to more long-term agency through reflexive learning.
All in all, this research brings new insight into the understanding of fantasy as part of contemporary consumer culture, tying it into experiences of space, materiality, agency, desire, Utopia, nostalgia, mass media, and entertainment. Through shedding light on fantasy's intrinsic connection to reality, this study examines not only the human experience of the non-real, but also our current subjective experience of reality, society, and shared meaning.},
keywords = {art-based research, consumer culture, englanninkieliset väitöskirjat, fantasy, imagination, larp, performance, theatre},
pubstate = {published},
tppubtype = {phdthesis}
}
Fantasy is a phenomenon that has a strong presence in both everyday life and in research. Fantasy is a central part of contemporary, consumption-oriented culture through its strong ties to the development of identity, the construction of communities, the attainment of desires, and the creation of meanings. Nevertheless, fantasy in itself is rarely the focus of research and thus remains undefined and under-explained. Moreover, research that does note fantasy tends to accentuate only its entertaining and leisurely aspects, presenting it as something unserious, irrational, and escapist. Studies further tend to present fantasy as something purely cognitive and imagery-based. However, fantasy is also a bodily and shared experience that is tied to materiality, space, and culture. It therefore becomes important to explore fantasy as a phenomenon in its own right from a bodily and negotiated point of view.
In this research, I explored how individuals engage in the performance of fantasy in order to gain a better understanding of the phenomenon as a subjective experience that is a part of contemporary Western culture. Talking on a performance methodology that focuses on experience, participation, and interaction, I collected data ethnographically in the context of live action role-playing games. I supported the ethnography with art-based research that took form in visual art addressing the theory and data analysis of this study.
I propose that fantasy can be described as the conscious engagement in two parallel performances, the performance of reality and its transformation that is outside of our symbolic order. Fantasy is therefore a different approach to and interpretation of normalised performance and reality. I further show that fantasy is intrinsically tied into the performance of reality. Fantasy allows investment into reality through its explicitly reflexive nature that pushes individuals to become aware of and thus also critical of the structures of their everyday performances. Lastly, I map out two different types of fantasy performance, entertainment-driven fantasy and exploration-driven fantasy. These differ in the ways individuals negotiate roles, interaction, space, time, and materiality as part of the performance. Entertainment-driven fantasy allows momentary attainment of personal desires, while exploration-driven fantasy leads to more long-term agency through reflexive learning.
All in all, this research brings new insight into the understanding of fantasy as part of contemporary consumer culture, tying it into experiences of space, materiality, agency, desire, Utopia, nostalgia, mass media, and entertainment. Through shedding light on fantasy's intrinsic connection to reality, this study examines not only the human experience of the non-real, but also our current subjective experience of reality, society, and shared meaning.
In this research, I explored how individuals engage in the performance of fantasy in order to gain a better understanding of the phenomenon as a subjective experience that is a part of contemporary Western culture. Talking on a performance methodology that focuses on experience, participation, and interaction, I collected data ethnographically in the context of live action role-playing games. I supported the ethnography with art-based research that took form in visual art addressing the theory and data analysis of this study.
I propose that fantasy can be described as the conscious engagement in two parallel performances, the performance of reality and its transformation that is outside of our symbolic order. Fantasy is therefore a different approach to and interpretation of normalised performance and reality. I further show that fantasy is intrinsically tied into the performance of reality. Fantasy allows investment into reality through its explicitly reflexive nature that pushes individuals to become aware of and thus also critical of the structures of their everyday performances. Lastly, I map out two different types of fantasy performance, entertainment-driven fantasy and exploration-driven fantasy. These differ in the ways individuals negotiate roles, interaction, space, time, and materiality as part of the performance. Entertainment-driven fantasy allows momentary attainment of personal desires, while exploration-driven fantasy leads to more long-term agency through reflexive learning.
All in all, this research brings new insight into the understanding of fantasy as part of contemporary consumer culture, tying it into experiences of space, materiality, agency, desire, Utopia, nostalgia, mass media, and entertainment. Through shedding light on fantasy's intrinsic connection to reality, this study examines not only the human experience of the non-real, but also our current subjective experience of reality, society, and shared meaning.
2002
Taskinen, Leo Tapani
Tuotantotalous, Teknillinen korkeakoulu, 2002, ISBN: 951-38-6381-6.
Abstract | Links | BibTeX | Avainsanat: efficiency, englanninkieliset väitöskirjat, evaluation, industrial management, innovation, manufacture, measurement, modification, performance, process control, processing, quality control, simulation
@phdthesis{Taskinen2002,
title = {Measuring change management in manufacturing processes: A measurement method for simulation-game-based process development},
author = {Leo Tapani Taskinen},
url = {http://urn.fi/urn:nbn:fi:tkk-001780},
isbn = {951-38-6381-6},
year = {2002},
date = {2002-01-01},
school = {Tuotantotalous, Teknillinen korkeakoulu},
abstract = {The aim of this research is to find an answer to the research problem, which is "How can change management be measured in order to help manufacturing companies develop their manufacturing processes?" To solve the research problem, a constructive action research method is applied. The proposed solution to the research problem, i.e., a change management measurement system, is developed based on principles found in project management literature, process change management literature, performance measurement literature, three consultant surveys, and three case projects. Two of these three case projects applied simulation games as developmental tool, while one applied computer simulation. The proposed change management measurement system is evaluated through these three case projects, and thereafter both practised and further elaborated through two new case projects. The two new case projects are compared for gaining more sophisticated understanding of emerging patterns, and improvement suggestions for simulation-game-based change process utilising the change management measurement system are brought forward. Finally, the results are discussed, and the research and its contribution are evaluated through the quality criteria developed for this research.
The measures in the change management measurement system are classified into two types: the first type gauges change project management itself, and the second assesses the outcomes of the change project, i.e., the improvements gained in manufacturing operations. Both of these types are measured in three dimensions: human resources, processes and technology, which are further divided into effectiveness and efficiency. Effectiveness is defined as the external, strategic performance: "doing the right thing," where strategically correct processes are developed, and strategically sound targets are pursued. Effectiveness includes adaptability. Efficiency is defined as the internal, operational performance: "doing it right," reaching the objectives of the change project economically and ideally with the best possible input/output. Consequently, the change management measurement system forms 12 measurement dimensions out of which six dimensions measure change project management itself and the other six dimensions measure changes in the manufacturing operations.
The proposed change management measurement process suggest that particular attention should be paid to measurement and consequent timely reactions in the early phases of the project. Reactions to early feedback enable rapid learning and a successful project trajectory can be achieved already in the early phases of the project. Thereafter, through continuous measurement and consequent timely reactions, a successful project trajectory can be maintained until the project end.
The case results suggest that there is a need for balanced change management measurement where both the change project management and the manufacturing operations management are measured. The balanced measurement improves the systematics and coherence of the change process; thus also the change management capability of the organisation is enhanced. In addition, it is proposed that the measurement system should flexibly allow customised measures for all the project steps. Furthermore, the research results support the idea that one key factor for success is how well the project management team uses the available measurement system, i.e. how well the measurement related tasks are performed. In change management capability improvement the measurement of human resource subject matters is fundamental to success, and it is proposed that in future research cycles, particular attention should be paid to development of measures concerning psychological, behavioural and teamwork subject matters.},
keywords = {efficiency, englanninkieliset väitöskirjat, evaluation, industrial management, innovation, manufacture, measurement, modification, performance, process control, processing, quality control, simulation},
pubstate = {published},
tppubtype = {phdthesis}
}
The aim of this research is to find an answer to the research problem, which is "How can change management be measured in order to help manufacturing companies develop their manufacturing processes?" To solve the research problem, a constructive action research method is applied. The proposed solution to the research problem, i.e., a change management measurement system, is developed based on principles found in project management literature, process change management literature, performance measurement literature, three consultant surveys, and three case projects. Two of these three case projects applied simulation games as developmental tool, while one applied computer simulation. The proposed change management measurement system is evaluated through these three case projects, and thereafter both practised and further elaborated through two new case projects. The two new case projects are compared for gaining more sophisticated understanding of emerging patterns, and improvement suggestions for simulation-game-based change process utilising the change management measurement system are brought forward. Finally, the results are discussed, and the research and its contribution are evaluated through the quality criteria developed for this research.
The measures in the change management measurement system are classified into two types: the first type gauges change project management itself, and the second assesses the outcomes of the change project, i.e., the improvements gained in manufacturing operations. Both of these types are measured in three dimensions: human resources, processes and technology, which are further divided into effectiveness and efficiency. Effectiveness is defined as the external, strategic performance: "doing the right thing," where strategically correct processes are developed, and strategically sound targets are pursued. Effectiveness includes adaptability. Efficiency is defined as the internal, operational performance: "doing it right," reaching the objectives of the change project economically and ideally with the best possible input/output. Consequently, the change management measurement system forms 12 measurement dimensions out of which six dimensions measure change project management itself and the other six dimensions measure changes in the manufacturing operations.
The proposed change management measurement process suggest that particular attention should be paid to measurement and consequent timely reactions in the early phases of the project. Reactions to early feedback enable rapid learning and a successful project trajectory can be achieved already in the early phases of the project. Thereafter, through continuous measurement and consequent timely reactions, a successful project trajectory can be maintained until the project end.
The case results suggest that there is a need for balanced change management measurement where both the change project management and the manufacturing operations management are measured. The balanced measurement improves the systematics and coherence of the change process; thus also the change management capability of the organisation is enhanced. In addition, it is proposed that the measurement system should flexibly allow customised measures for all the project steps. Furthermore, the research results support the idea that one key factor for success is how well the project management team uses the available measurement system, i.e. how well the measurement related tasks are performed. In change management capability improvement the measurement of human resource subject matters is fundamental to success, and it is proposed that in future research cycles, particular attention should be paid to development of measures concerning psychological, behavioural and teamwork subject matters.
The measures in the change management measurement system are classified into two types: the first type gauges change project management itself, and the second assesses the outcomes of the change project, i.e., the improvements gained in manufacturing operations. Both of these types are measured in three dimensions: human resources, processes and technology, which are further divided into effectiveness and efficiency. Effectiveness is defined as the external, strategic performance: "doing the right thing," where strategically correct processes are developed, and strategically sound targets are pursued. Effectiveness includes adaptability. Efficiency is defined as the internal, operational performance: "doing it right," reaching the objectives of the change project economically and ideally with the best possible input/output. Consequently, the change management measurement system forms 12 measurement dimensions out of which six dimensions measure change project management itself and the other six dimensions measure changes in the manufacturing operations.
The proposed change management measurement process suggest that particular attention should be paid to measurement and consequent timely reactions in the early phases of the project. Reactions to early feedback enable rapid learning and a successful project trajectory can be achieved already in the early phases of the project. Thereafter, through continuous measurement and consequent timely reactions, a successful project trajectory can be maintained until the project end.
The case results suggest that there is a need for balanced change management measurement where both the change project management and the manufacturing operations management are measured. The balanced measurement improves the systematics and coherence of the change process; thus also the change management capability of the organisation is enhanced. In addition, it is proposed that the measurement system should flexibly allow customised measures for all the project steps. Furthermore, the research results support the idea that one key factor for success is how well the project management team uses the available measurement system, i.e. how well the measurement related tasks are performed. In change management capability improvement the measurement of human resource subject matters is fundamental to success, and it is proposed that in future research cycles, particular attention should be paid to development of measures concerning psychological, behavioural and teamwork subject matters.