Lisa Fisher worked in higher education for more than a decade and is now consulting director for a Washington, DC-based IT firm where she serves as an organizational solutions analyst, writer and facilitator.

Workers and organizations both need greater flexibility to adapt to the changes that have occurred in the nature of families and work. Yet attaining such flexibility remains an elusive goal in corporate America. This case study of a large corporate workplace illustrates vividly how efforts to enact flexible work arrangements are impeded by larger cultural ideas and institutional logics about work and workers. In so doing, it provides theoretical insights and practical tools for overcoming the obstacles that impede implementation of organizational policies related to flexibility.

• 1. Ideologies and Institutional Logics 2. Tools for Looking Broader and Digging Deeper in Workplaces 3. Findings on the Structure of Work 4. Findings on the Culture of Work 5. Visibility, Connectivity, Reactivity and the System of Silence6. Interpersonal Cultural Tensions 7. Discursive/Processual Tensions 8. Working within Internal Logic of Workplace Structure and Culture to Support Flexibility

Lisa Fisher worked in higher education for more than a decade and is now consulting director for a Washington, DC-based IT firm where she serves as an organizational solutions analyst, writer and facilitator.

Workers and organizations both need greater flexibility to adapt to the changes that have occurred in the nature of families and work. Yet attaining such flexibility remains an elusive goal in corporate America. This case study of a large corporate workplace illustrates vividly how efforts to enact flexible work arrangements are impeded by larger cultural ideas and institutional logics about work and workers. In so doing, it provides theoretical insights and practical tools for overcoming the obstacles that impede implementation of organizational policies related to flexibility.

• 1. Ideologies and Institutional Logics 2. Tools for Looking Broader and Digging Deeper in Workplaces 3. Findings on the Structure of Work 4. Findings on the Culture of Work 5. Visibility, Connectivity, Reactivity and the System of Silence6. Interpersonal Cultural Tensions 7. Discursive/Processual Tensions 8. Working within Internal Logic of Workplace Structure and Culture to Support Flexibility

Lisa Fisher worked in higher education for more than a decade and is now consulting director for a Washington, DC-based IT firm where she serves as an organizational solutions analyst, writer and facilitator.

Workers and organizations both need greater flexibility to adapt to the changes that have occurred in the nature of families and work. Yet attaining such flexibility remains an elusive goal in corporate America. This case study of a large corporate workplace illustrates vividly how efforts to enact flexible work arrangements are impeded by larger cultural ideas and institutional logics about work and workers. In so doing, it provides theoretical insights and practical tools for overcoming the obstacles that impede implementation of organizational policies related to flexibility.

• 1. Ideologies and Institutional Logics 2. Tools for Looking Broader and Digging Deeper in Workplaces 3. Findings on the Structure of Work 4. Findings on the Culture of Work 5. Visibility, Connectivity, Reactivity and the System of Silence6. Interpersonal Cultural Tensions 7. Discursive/Processual Tensions 8. Working within Internal Logic of Workplace Structure and Culture to Support Flexibility