Working with Groups in Organizations

Minahan, Matt

doi:10.1002/9781118836170.ch19

Cited by 2 publications

(1 citation statement)

References 8 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…In 1939, he first made reference to group-dynamics, a branch of social psychological theory that conceived of the group as an entity in possession of its own unique dynamic and not merely the sum of the individuals who comprised it. Lewin believed that a reciprocal relationship existed between the individual and the group situation in which they were embedded—that is, the individual’s personality and the social environment in which they exist (Minaham, 2006).…”

Section: The Emergence Of Multi-rater/source Feedback In the 1940s: Tmentioning

confidence: 99%

The governing of the self/the self-governing self: Multi-rater/source feedback and practices 1940–2011

Slater

Coyle

2014

Theory & Psychology

View full text Add to dashboard Cite

Rory Slater is a PhD candidate in the School of Psychology at the University of Surrey. His PhD involves a three-part qualitative analysis that seeks critically to consider the post-capitalist democratisation of the workplace and the complicit involvement of psychological knowledge and expertise in contemporary programmes of government at work. Adrian Coyle is Senior Lecturer and Course Director for the MSc in Social Psychology in theSchool of Psychology at the University of Surrey. His research and publications have addressed a range of topics, principally psychological issues in religion and spirituality, identity, bereavement and sexuality. The vast majority of his research is qualitative, employing a range of methods. With Evanthia Lyons, he was editor of Analysing Qualitative Data in Psychology (Sage, 2007). ACKNOWLEDGEMENTSWe wish to acknowledge the invaluable contribution of our late colleague, Lynne Millward, to this work. As a Social and Occupational Psychologist at the University of Surrey, Lynne ensured the work was contextually informed and provided much encouragement. We would also like to express our gratitude to Peter Hegarty of the University of Surrey's School of Psychology for helping us to develop the ideas presented in this paper. Finally we wish to offer sincere thanks to the anonymous reviewers of the paper for their constructive input which has contributed greatly to the refinement of our ideas: their responses to our work allowed us to experience the academic review process at its best.The full reference for the published version of this article is: Slater, R., & Coyle, A. (2014). The governing of the self/the self-governing self: Multirater/source feedback and practices 1940-2011, 233-255. DOI: 10.1177/0959354313520087Page 2 of 37The governing of the self/the self-governing self: Multi-rater/source feedback and practices 1940-2011 AbstractThe present paper argues for a more critical contextualisation of multi-rater/source feedback mechanisms applying Foucault's conceptual template of technologies of objectification and subjectivity/self, as they relate to a mode of "self" government that is intricately entwined with psychological knowledge and expertise. An in-depth genealogical analysis is presented that traces the genesis of two prominent forms of multi-rater/source feedback mechanisms between 1940 and 2011: the educational innovation of the T-group and the contemporary human resource practice of 360-degree feedback. We conclude that such practices have functioned to enfold individuals within relations of power and signification that impact upon individual selfgovernance, subjectivity, and identity. As such, the application of 360-degree feedback within contemporary organisational models is emblematic of a programme of government that relies for its effectiveness on the self-regulatory and self-developing capacities of the individual at work. Key words360-degree feedback; psychologised-self; self-government; subjectivity; T-groups Page 3 of 37 Current organisational thought holds that ...

show abstract

Section: The Emergence Of Multi-rater/source Feedback In the 1940s: Tmentioning

confidence: 99%