Perspective—Making Doubt Generative: Rethinking the Role of Doubt in the Research Process

Locke, Karen; Golden‐Biddle, Karen; Feldman, Martha S.

doi:10.1287/orsc.1080.0398

Cited by 453 publications

(415 citation statements)

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“…Doubt and the questioning arising from it thus appear to be crucial for exploring one's general beliefs about knowledge and knowing (DeBacker & Crowson, 2006). We therefore adopt Locke et al's (2008) notion of doubt-the experience of not knowing-to depict this raw epistemological competence driving reflective questioning at the individual level (cf. King & Kitchener, 1994;Ertmer & Newby, 1996).…”

Section: Opening Up the Black Box Of Reflective Questioningmentioning

confidence: 99%

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Taking Nothing for Granted in Management Education: A Systemic Perspective on the Role of Reflective Questioning

Romme

Seggelen-Damen

2015

Organization Management Journal

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Questioning is one of the most critical behaviors in management education and learning. In this paper we explore the antecedents, processes and outcomes of reflective questioning, as a key element of management learning and education. Reflective questioning involves raising tentative, nonrhetorical questions. By reviewing and synthesizing the literature, we develop a model of reflective questioning in the form of a causal loop diagram. This model implies that reflective questioning can be taught through particular forms of management education, but is also contingent on the psychological safety of the group setting, the individual need for cognition, and challenging tasks and experiences.

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Section: Opening Up the Black Box Of Reflective Questioningmentioning

confidence: 99%

“…Suggesting here means introducing new ideas (cf. abduction as defined by Peirce) (Burks, 1946;Locke et al, 2008), based on previous observations. Intellectualizing involves making inferences by combining inductive premises.…”

Section: Opening Up the Black Box Of Reflective Questioningmentioning

confidence: 99%

Taking Nothing for Granted in Management Education: A Systemic Perspective on the Role of Reflective Questioning

Romme

Seggelen-Damen

2015

Organization Management Journal

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“…Sometimes, however, individuals can be willfully and strongly tied to their own position, thus becoming entrenched (Anderson et al 1980, Anderson and Lindsay 1998, Meyer et al 2000, Locke et al 2008, Dane 2010 Dissenters must decide to either conform or remain entrenched in their view. Dissent may be sustained or increased when a dissenter thinks the decision maker is going to choose an option that the dissenter does not agree with (Che and Kartik 2009).…”

Section: Entrenchment and Dissentmentioning

confidence: 99%

Understanding the Mechanisms of Collective Decision Making in Ecological Restoration: An Agent-Based Model of Actors and Organizations

Watkins¹,

Massey²,

Brooks³

et al. 2013

E&S

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ABSTRACT. Ecological restoration, particularly in urban contexts, is a complex collective decision-making process that involves a diversity of stakeholders and experts, each with their own perceptions and preferences about what landscapes should and can look like, how to get them to the desired state, and on what timeline. We investigate how structural and behavioral factors may influence collective decision making in the context of ecological restoration, with the purpose of establishing general relationships between management styles (defined by structural and behavioral factors of the organization) and decision outcomes. Informed by existing literature on collective decision making and by empirical data from the Chicago Wilderness region, we present a stylized agent-based model that maps out and simulates the processes by which individuals within restoration organizations communicate, discuss, and ultimately make a decision. Our study examines how structural and behavioral characteristicsincluding: (a) the number of actors and groups involved in decision making, (b) the frequency and type of interactions among actors, (c) the initial setup of positions and respect, (d) outside information, and (e) entrenchment and cost of dissent-lead to or prohibit group convergence in terms of collective position, variation in position across actors, and final decision strategies. We found that formal meetings and group leaders are important facilitators of convergence, especially when multiple groups are present, new information is introduced in the process, and participants are polarized around an issue. Also, intergroup interactions are particularly important for overall convergence. Position entrenchment slows the convergence process and increases the need for decision strategies involving outside intervention. Cost of dissent can reinforce these effects. Our study formalizes collective decision-making processes within the context of ecological restoration, establishes generalizable relationships between these processes and decision outcomes, and provides a foundation for further empirical and modeling research.

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“…Observing and reflecting is second nature to human beings. Reflexivity kept me engaged with the feeling of "doubt'" (Locke et al 2008), which made me engage in critical self-reflection by exploring my own interpretations of empirical material (Alvesson and Skoldberg 2000). I observed that my network connection often initially put the lower tiers in an uncomfortable position, and I found that building trust between the interviewer and interviewee was key to getting a valid and reliable account of the events being studied.…”

Section: Data Collectionmentioning

confidence: 99%

Organizational Identity: An Ambiguous Concept in Practical Terms

Mujib

2017

Administrative Sciences

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Albert and Whetten defined organizational identity (OI) as the central, distinctive and enduring characteristics of an organization. Scholars found OI to be a difficult construct to apply to organizations and, over time, they defined it from functionalist, social constructionist, postmodernist and psychodynamic perspectives. All of these perspectives made great theoretical contributions to the field, but they were largely unable to integrate practice and theory in a way that could benefit organizations. Hatch and Schultz's work is exceptional in this regard: they provided a theory that has the promise of practical implications for organizations in regard to organizational continuity. They perceived organizational continuity as existing in the balanced/responsible behavior of an organization's members, among themselves and with key external stakeholders. They provided an effective model in this regard, but they overlooked how individuals' political interests overshadow balanced behavior. Politics that arise as a result of individuals' identity are generally considered to be psychological in origin and link OI to organizational learning (OL) as a co-evolving process. The present research hence operationalizes Hatch and Schultz's model by reference to a Winnicottian framework to understand how OI is socially constructed and psychologically understood in the political interests of the management and employees, among themselves and with key external stakeholders. In doing so it explores the political implications of OI for OL, as perceived in an organization's continuity. The context of the research is the Pakistani police.

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Perspective—Making Doubt Generative: Rethinking the Role of Doubt in the Research Process

Cited by 453 publications

References 37 publications

Taking Nothing for Granted in Management Education: A Systemic Perspective on the Role of Reflective Questioning

Taking Nothing for Granted in Management Education: A Systemic Perspective on the Role of Reflective Questioning

Understanding the Mechanisms of Collective Decision Making in Ecological Restoration: An Agent-Based Model of Actors and Organizations

Organizational Identity: An Ambiguous Concept in Practical Terms

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