Dialogue: Life and Death of the Organization

Barrett, Frank J.; Gergen, Kenneth J.; Gergen, Mary

doi:10.4135/9781848608122.n2

Cited by 98 publications

(82 citation statements)

References 30 publications

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“…Gergen and Wortham (2001) have considered the main contribution of transformative dialogue based on social constructionism to be its ability to facilitate the collaborative construction of change in terms of mutual understanding concerning the truth. The prerequisites for the collaborative construction of change include the concepts of relational responsibility, the indeterminacy of knowledge, contextualisation through pragmatics, polyvocality and reflexivity (Gergen, Gergen, and Barrett 2004;Gergen, McNamee, and Barrett 2001). Relational responsibility can be defined in terms of a hermeneutic dialogue, in which the participants strive to understand each others (Miettinen 2000).…”

Section: Towards Practice-based Learning and Generative Dialoguementioning

confidence: 99%

“…Social constructionism has offered a significant alternative to the research of the conditions of discourse (dialogue) (Gergen, Gergen, and Barrett 2004;Gergen and Wortham 2001;Mezirow 2003), because it relies on collegial intrapersonal learning process. The starting point of Gergen was to denounce the concept of knowledge as a mental representation.…”

Section: Towards Practice-based Learning and Generative Dialoguementioning

confidence: 99%

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Methodological reflections: supervisory discourses and practice-based learning

Sarja

Janhonen

2009

Teaching in Higher Education

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The concept of dialogue is often examined apart from the social and historical context in which it is embedded. This paper identifies how dialogue between a superior and a subordinate generates a reorganisation of situated knowledge in the education and training of nurse teachers. We created an analytic method of supervisory discourse founded on differences between discourse-based and practice-based theories. The findings elicit two forms of dialogues: transformative and exploratory. Through the former, supervisors try to make their students reformulate their understanding by facilitating learning through questions and hints or to support their self-reflections in local contexts. Conversely, exploratory dialogue involves the participants' willingness to raise and share their tacit knowledge, including an orientation towards current practices and relational change, and go beyond the local contexts. We suggest that our findings create ways of understanding the meaning of generative discourse in higher education.

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Section: Towards Practice-based Learning and Generative Dialoguementioning

confidence: 99%

Section: Towards Practice-based Learning and Generative Dialoguementioning

confidence: 99%

Methodological reflections: supervisory discourses and practice-based learning

Sarja

Janhonen

2009

Teaching in Higher Education

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“…In Burkian language: A god term is a label that is used for an all-encompassing value; something that subordinates other values and undergirds thought systems or beliefs (Burke, 1950(Burke, /1969. Dialogue can benefit organizations in terms of coping with public pressure, social change and complexity (Burchell & Cook, 2008;Gergen, Gerne, & Barrett, 2004). Still, corporations stand on unequal playing fields related to drawing stakeholders into dialogue (Lane, 2014 (Heine, 2013, October 10).…”

Section: Basic Constraints Of Supply and Demandmentioning

confidence: 99%

Panacea, placebo or prudence: Perspectives and constraints for corporate dialogue

Ihlen

Levenshus

2017

Public Relations Inquiry

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Public relations has long been preoccupied with the notion of dialogue, and the advent of social media ushered in new enthusiasm. Still, despite the technology on offer and the fact that dialogue has become a value that "everyone" embraces, most research concludes that little actual dialogue takes place between corporations and their stakeholders. Scholars have pointed to a host of different factors to explain this, ranging from practitioners' lack of time to their lack of understanding of what dialogue is. This paper discusses perspectives on corporate dialogue with a focus on the constraints identified in the literature, before presenting the main argument that not enough attention has been paid to the macro limits at the systemic level. The paper issues a call to locate dialogue attempts within a system where a limited economic rationality reigns, which, in turn, constrains what individual practitioners can achieve.

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“…The conversation with Gareth Morgan can be seen as an instance of 'generative dialogue' (Gergen, Gergen & Barrett, 2004) insofar as the process of real-time coconstruction produced insights beyond those initially held by any of the interlocutors. The unfolding discussion also had a discernible narrative flow as it moved from initially questioning the dominant perspective on metaphors, to a consideration of other ways of thinking, and then proposing an alternative and potentially productive direction for future metaphorical inquiry.…”

Section: Concluding Thoughtsmentioning

confidence: 99%

Re-Imagining Images of Organization

Oswick

Grant

2015

Journal of Management Inquiry

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This is the accepted version of the paper.This version of the publication may differ from the final published version. -2 - Permanent Even More on Metaphor: A Conversation with Gareth Morgan AbstractIn this paper we discuss the role and status of metaphor in organization theory with Gareth Morgan. We review his original formulation of metaphor as a device involving the carrying over of properties from a concrete source domain (i.e. a metaphor) to a relatively abstract target domain (i.e. an organization) and develop an alternative perspective which draws attention to the emergent and transitory properties of metaphor. We also explore the scope for complimenting the dominant resonance-based approaches to metaphor-use by advocating the deployment of dissonance-based metaphorical projections.

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Dialogue: Life and Death of the Organization

Cited by 98 publications

References 30 publications

Methodological reflections: supervisory discourses and practice-based learning

Methodological reflections: supervisory discourses and practice-based learning

Panacea, placebo or prudence: Perspectives and constraints for corporate dialogue

Re-Imagining Images of Organization

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