“Our creator who art in heaven:” Paradox, ritual, and cultural transformation

Hoffman, Mary F.; Medlock-Klyukovski, Amanda L.

doi:10.1080/10570310409374810

Cited by 14 publications

(10 citation statements)

References 23 publications

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“…For example, some Benedictine sisters identified with the Catholic Church but felt excluded by its male-dominated rituals, creating tension between feelings of belonging and exclusion. In response to the resulting ambivalence toward the church, the sisters chose to modify their practice of certain church-mandated rituals so that they were more inclusive of women (Hoffman and Medlock-Klyukovski 2004).…”

Section: Compromisementioning

confidence: 99%

Ambivalence in Organizations: A Multilevel Approach

Ashforth

Rogers

Pratt

et al. 2014

Organization Science

292

411

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T he experience of simultaneously positive and negative orientations toward a person, goal, task, idea, and such appears to be quite common in organizations, but it is poorly understood. We develop a multilevel perspective on ambivalence in organizations that demonstrates how this phenomenon is integral to certain cognitive and emotional processes and important outcomes. Specifically, we discuss the organizational triggers of ambivalence and the cognitive and emotional mechanisms through which ambivalence diffuses between the individual and collective levels of analysis. We offer an integrative framework of major responses to highly intense ambivalence (avoidance, domination, compromise, and holism) that is applicable to actors at the individual and collective levels. The positive and negative outcomes associated with each response, and the conditions under which each is most effective, are explored. Although ambivalence is uncomfortable for actors, it has the potential to foster growth in the actor as well as highly adaptive and effective behavior.

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Section: Compromisementioning

confidence: 99%

Ambivalence in Organizations: A Multilevel Approach

Ashforth

Rogers

Pratt

et al. 2014

Organization Science

292

411

View full text Add to dashboard Cite

show abstract

“…In fact, severe contextual changes can challenge the meaning of identity and threaten its existence (Ethier and Deaux, 1994; Macek et al, 2013). Similarly, Hoffman and Medlock-Klyukovski (2004) argue that contemporary organizations are “typically marked by conflicting interests and contradictory demands on individuals” (p. 389). This is similar to Chen (2012) who refers to the need for a transformation and the need to create new cultural norms and values when confronted to the context of social change (Chen, 2012).…”

Section: Constructing a Typology Of Social Change: The Characteristicmentioning

confidence: 99%

Toward a Psychology of Social Change: A Typology of Social Change

Sablonnière

2017

Front. Psychol.

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Millions of people worldwide are affected by dramatic social change (DSC). While sociological theory aims to understand its precipitants, the psychological consequences remain poorly understood. A large-scale literature review pointed to the desperate need for a typology of social change that might guide theory and research toward a better understanding of the psychology of social change. Over 5,000 abstracts from peer-reviewed articles were assessed from sociological and psychological publications. Based on stringent inclusion criteria, a final 325 articles were used to construct a novel, multi-level typology designed to conceptualize and categorize social change in terms of its psychological threat to psychological well-being. The typology of social change includes four social contexts: Stability, Inertia, Incremental Social Change and, finally, DSC. Four characteristics of DSC were further identified: the pace of social change, rupture to the social structure, rupture to the normative structure, and the level of threat to one's cultural identity. A theoretical model that links the characteristics of social change together and with the social contexts is also suggested. The typology of social change as well as our theoretical proposition may serve as a foundation for future investigations and increase our understanding of the psychologically adaptive mechanisms used in the wake of DSC.

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“…For instance, in the case of Kong Moua (1985), the defendant claimed to have carried out the ritual of "marriage by capture," which resulted in a charge of rape. As Hoffman (2004) elaborated, ritual is a means of "resisting unwanted identities" (p. 393); these symbols that are used to create meaning and prescribe values (Hoffman, 2004) are epitomized in the courtroom. As Hoffman (2004) elaborated, ritual is a means of "resisting unwanted identities" (p. 393); these symbols that are used to create meaning and prescribe values (Hoffman, 2004) are epitomized in the courtroom.…”

Section: Culture and Legal Decision-makingmentioning

confidence: 99%

A Case of Culture

Yamamoto

Maeder

2015

J Interpers Violence

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The purpose of this study was to investigate the use of cultural evidence toward an automatism defense, and whether such evidence would be detrimental or beneficial to a male versus a female defendant. U.S. participants ( N = 208), recruited via Amazon's Mechanical Turk, read a fictional spousal homicide case in which the defendant claimed to have blacked out during the crime. We manipulated the gender of the defendant and whether a culture-specific issue was claimed to have precipitated the defendant's blackout. ANOVAs revealed that cultural evidence positively affected perceived credibility for the female defendant, whereas there were no differences for the male defendant. Results also demonstrated that when cultural evidence was presented, the female defendant was seen as less in control of her actions than was the male defendant. Furthermore, lower credibility and higher perceived defendant control predicted harsher verdict decisions. This investigation may aid scholars in discussing concerns regarding a clash between multicultural and feminist objectives in the courtroom.

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“Our creator who art in heaven:” Paradox, ritual, and cultural transformation

Cited by 14 publications

References 23 publications

Ambivalence in Organizations: A Multilevel Approach

Ambivalence in Organizations: A Multilevel Approach

Toward a Psychology of Social Change: A Typology of Social Change

A Case of Culture

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