Letting go of Managing? Struggles over Managerial Roles in Collaborative Governance

Plotnikof, Mie

doi:10.19154/njwls.v6i1.4888

Cited by 20 publications

(20 citation statements)

References 36 publications

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“…Transferring the results from this study, which focuses on a specific group of service providers in a particular context, into recommendations for broader application would be problematic. Nevertheless, our findings may be timely given growing global recognition that public services should be reformed towards greater power-sharing in the form of coproduction (OECD, 2011;Dominelli, 2016;Plotnikov, 2016. Fisher et al, 2017.…”

Section: Resultsmentioning

confidence: 94%

Time for “resilience”

Fisher

Buckner

2018

IJSSP

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Purpose Since the 2008 financial crisis, state retrenchment has added to the harshness of life for marginalised groups globally. This UK study suggests community activism may promote human capacity and resilience in innovative ways. The purpose of this paper is to address the relationship between non-normative understandings of time and resilience. Design/methodology/approach This research paper is based on qualitative study of the work of a third sector organisation based in an urban area in the UK which provides training in mediation skills for community mediators (CMs). These CMs (often former “gang members”) work with young people in order to prevent conflict within and between groups of white British, South Asian and Roma heritage. Findings CMs are reflexively developing temporalities which replace hegemonic linear time with a situationally “open time” praxis. The time “anomalies” which characterise the CMs’ engagement appear related to aesthetic rationality, a form of rationality which opens up new ways of thinking about resilience. Whether CMs’ understandings and enactments of resilience can point to broader changes of approach in the delivery of social care is considered. Practical implications This paper contributes to critical understandings of resilience that challenge traditional service delivery by pointing to an alternative approach that focusses on processes and relationships over pre-defined outcomes. Social implications Hegemonic understandings of time (as a linear process) can delegitimise potentially valuable understandings of resilience developed by members of marginalised communities. Originality/value This paper is original in developing a critical analysis of the relationship between resilience and time.

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Section: Resultsmentioning

confidence: 94%

Time for “resilience”

Fisher

Buckner

2018

IJSSP

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“…For instance, I have explored the communicatively constituted organizing of collaborative educational policy-making, thereby conceptualizing tensional meaning negotiations and resistance (Plotnikof 2015b). Also, I have investigated identity struggles of managers influenced by competing public governance discourses through concepts of subjectification and positioning (Plotnikof 2016b). Furthermore, I have critically discussed contradictions of hierarchy, marketization, and collaboration within neoliberal governance forms in education by theorizing their value-laden discursive practices and tensions (Plotnikof 2016a).…”

Section: Mie's Narrativementioning

confidence: 99%

“…This form of governmentality works through motivating organizational members and stakeholders to offer themselves as collaborative resources-as human capital who participate in co-creating value, in the name of responding to "wicked problems," fiscal crises, and innovating public policy and services for the sake of our future society. Far from accomplishing a kind of win-win situation, however, critical organizational communication studies have shown how this form of governance is constituted in practice through discursive tensions between, for example, hierarchical, market, and collaborative power-resistance relations (Bergmann 2018, Hardy et al 2005, Koschmann et al 2012, Plotnikof 2015b, 2016a, 2016b. Moreover, critical scholars unpack how communicative processes of NPG organize work and structure collaborations in ways that create precarious subject effects on workers, insofar as they must always be available, knowledgeable, and recognizable as human capital for public value production.…”

Section: New Public Governance As Neoliberal Capitalism: the Governmementioning

confidence: 99%

Movements in Organizational Communication Research

McDonald¹,

Mitra²

2019

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This chapter explores the relationship between power and resistance in the context of work and organizations, with a particular focus on the communicative, discursive processes of power and resistance. We do this by examining some key research traditions in this area-traditions that encompass both Fordist and post-Fordist work contexts. Historically speaking, the Fordist organizational form emerged in the early twentieth century and was dominant until the late 1970s, while post-Fordist work arrangements began to emerge in the wake of the crisis of capitalism in the 1970s. Our goal in the chapter is to explore how, in the course of the various transformations of work and organization during the twentieth and early twenty-first centuries, there have been concomitant shifts in the nature of workplace struggle; that is, in the relationships between power, resistance, and organizing. As a particular economic mode of production, capitalism is incentivized to transform the labor process because, as Marx observed, the rate of profit tends to fall as markets become more competitive and saturated. As such, conceiving of new ways to intensify the labor process is one of the only ways to regain a competitive edge. Such transformations, however, always occur in an economic and political context of struggle, as workers inevitably push back against efforts to extract more and more surplus value from their labor. Power and resistance, then, are defining, constitutive dynamics of the labor process that take on particular features under capitalism. Indeed, as Boltanski and Chiapello (2002: 2) state, "Capitalism needs it enemies" in order to retain its dynamism. In this chapter, we delve into the changing nature of these features. In some respects, we view this chapter as a frame through which the other chapters in this book can be read. Processes of power and resistance underpin, define, and constitute organizational communication; they are the medium and outcome of everyday organizing. Thus, organizational communication phenomena such as organizational identity and identification, culture, gender, difference, decision-making, emotion and relationships, and so forth are all inflected by the power and politics of everyday organizational life. As you read this collection, we encourage

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“…This means that changing dynamics of HIV/AIDS epidemic over the years needs adaptive approaches even in the process of engagement associated with care and treatment to ensure acceptable outputs and/or outcomes. Scholars such as Provan and Kenis (2008), Thomson and Perry (2006), Plotnikof (2016), Bryson et al, (2015), Purdy (2012), Vangen & Winchester (2013) underscore organic or necessitated evolution and/or changes associated with multistakeholder engagement for collective problem solving.…”

Section: Evolution Of the Retreatmentioning

confidence: 99%

HIV/AIDS Collaborative Governance and the Role of an Annual Retreat in Fostering Health Services: The Palm Beach County Experience

Agbodzakey¹,

Bolden²,

Schrouder³

2019

JESD

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The complex HIV/AIDS conundrum calls for innovative approaches to tackle associated challenges. The multifaceted nature of the problem and the enormous burden on various sectors of a country's economy warrant a cross-sector stakeholders' engagement for effective and sustainable solutions. This research examines the use of an annual retreat involving interviews of key stakeholders involved in health services CARE Council as an avenue for collaborative governance within a local system context in the fight against the epidemic. The results highlight how inclusive and strategic preparation can result in judicious allocation priorities for various service categories. The results also convey how relevant capacities and competencies are jointly developed through creative inputs, outputs and/or outcomes to target populations. The apparent role of facilitative leadership and the embrace of cultural humility promote mutual commitment among the stakeholders toward purposeful ends. The case represents the viability of collaborative governance as a feasible postmodern alternative to mainstream governance and service delivery to various publics, especially in this contemporary era of complexity and volatility.

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Letting go of Managing? Struggles over Managerial Roles in Collaborative Governance

Cited by 20 publications

References 36 publications

Time for “resilience”

Time for “resilience”

Movements in Organizational Communication Research

HIV/AIDS Collaborative Governance and the Role of an Annual Retreat in Fostering Health Services: The Palm Beach County Experience

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