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Organization as a frame for social work

This document provides an overview of organizational theory from four theoretical perspectives: premodern, modern, late modern, and postmodern. It summarizes the key aspects of each perspective, including their origins, analytical level, view of organizations, form of rationality, and focus of theory. It also discusses themes in organization studies like the 12 P's framework, perspectives on power and influence, and tensions between theoretical codes in organizations. The document aims to frame organization as a concept and provide lenses for understanding power dynamics and diversity in organizational life.

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WELCOME! Betina Wolfgang Rennison Ph.D. in management Associate Professor in Organizational Sociology Departement of Sociologi & Social Work Aalborg University, Denmark M.A.D. in Soc. Work, Module 6; ’Power relations’, Aalborg University, 26.02.2015
ORGANIZATION AS A FRAME FOR
1. THEORY OF ORGANIZATION: THE 4 MAINPERSPECTIVES 2. THEMES IN ORGANIZATIONSTUDIES: THE 12 P’S – focusing on Polyphony and Power 3. TENTIONS IN ORGANIZATIONAL LIFE: THE 9 STRATEGIES of coping with paradoxes 4. TIMETOTHINK &TALK whenever we feel like… PROGRAMME: THE FOUR T’S
METAPHORS OF ORGANIZATION
MULTIPLE VIEWS OF ORGANIZATION ORGANIZATIONAS A FUNCTIONAL MACHINE ORGANIZATIONAS AN ADAPTABLE ORGANISMORGANIZATIONAS INTEGRATED OR DIFFERENTIATED CULTURE ORGANIZATIONASA ACTOR NETWORK ORGANIZATIONAS REGULATIVE, KOGNITIVE & NORMATIVE INSTITUTIONS ORGANIZATIONAS A LEARNING FACILITY ORGANIZATIONASA CHANGE PROCESS ORGANIZATIONAS DECISIONMAKING ORGANIZATIONAS POWER ORGANIZATIONAS COMMUNICATION
1. PRE-MODERN (1900-1940’s) – FUNCTIONALISM 2. MODERN (1950-1970’s) – RATIONALISM 3. LATE MODERN (1980’s) – SYMBOLISM 4. POST-MODERN (1990’s) – DECONSTRUCTIVISM FOUR THEORETICAL PERSPECTIVES
PREMODERN PERSPECTIVE MODERN PERSPECTIVE LATE MODERN PERSPECTIVE POSTMODERN PERSPECTIVE Origin-time 1900-1940’s 1950-1970’s 1980’s 1990’s Theories Scientific Manage- ment. Bureaucracy. Human Relations. Decision-theory. Con- tingency theory. Res- ource-dependency. Network-theory. Cultural-theory. Neo-institutiona- lism. Sensemaking. Narrative theory. Discourse theory. Critical Management Theory . [ANT, STS] Analytical level Intra-organizational Inter-organizational Inter-subjective Subjective and societal View of organi- zations Machine Closed functional entities directed by rules, standard operational procedures and groupdynamics Organism Open cooperative soc. systems of decis- ion and action driven by norms of rationa- lity, aligned to maxi- mize performance in a particular situation Maps of meaning Socially constructed realities where webs of meaning create bonds of emotion and symbolic connection between members/fellows Polyfonic choir Results of discourse and practice regimes and sites for multiple voices and enacting power relations Form of rationality Formal-legal rationality Functional-technical rationality Substantive-value- based rationality Constitutive- ‘political ‘ rationality Key- concepts Specialization. Standardization. Formalization. Hierarchization. Scientification. Modernization. Adaptation to con- text (situations-varia- bles; i.e. PEST). Profitability. Symbolism. Cultural values. Customs. Regulative, kogni- tive, normative insti- tutions. Narratives. Discourse. Language games. Regimes of truth. Power. Subjec- tivation. Multiplicity. Paradox.
PREMODERN PERSPECTIVE MODERN PERSPECTIVE LATE MODERN PERSPECTIVE POSTMODERN PERSPECTIVE Model of hum.rela- tionship Hierarchy; vertical structure (top- down) ‘The best fit’ (if…then….) (outside-in) Community; hori- zontal interactions (side-by-side) Self-governance; internalized self- correction (inside) View of humans Legal object/ human factor (fixed identity; being) Economic object/ human resource (fixed identity, being) Socialized subject / human part of a hole (united identity; belonging) Individual subject / human potential (fluid identity; becoming) Concept of power Repressive power; power over people Repressive power; power over people Participative power; power with people Productive power; power to form and reform people Role of manage- ment Administration (controller) Rationalization (optimizer) Communication (co-author) Managination (innovator) Over- arching goal Convergence. Prediction. Control. Contingency. Causality (situation- structure). Goodness of fit. Coherence. Mutual understan- ding. Institutiona- lization of values. Complexity. Appreciation of diffe- rence. Liberation from hegemonic views. Giving voice to silence.
PREMODERN PERSPECTIVE MODERN PERSPECTIVE LATE MODERN PERSPECTIVE POSTMODERN PERSPECTIVE Focus of theory Discovering the universal principles that govern organizations Discovering the universal principles that govern organizations Describing how life unfolds within the org.context in rituals and other meaning- ful activities in order to produce under- standing of how organizing happens Deconstructing the way organizations are produced, shedding light on dominating ‘regimes of truth’ and marginalized viewpoints. Suspicious of all knowledge claims; of ‘grand narratives’ determining social norms and subject- identity. Onto- logy Objectivism; reality is a pre- existing unity Objectivism; reality is a pre- existing unity Subjectivism/ social construction; reality is socially constructed diversity Post-structuralism/ semantic construction.; reality is constantly shifting and fluid plurality Epistemo- logy Positivism; univer- sal knowledge, developed through facts and informa- tion Positivism; univer- sal knowledge, developed through facts and informa- tion Interpretivism; parti- cular knowledge developed through meaning and interpretation Deconstructivism; provisional knowledge, developed through denial and deconstruc- tion. License to critic.
? How does social work as a concept and a practice turn up in the different theoretical perspectives? TIME TO THINK & TALK… PREMODERN PERSPECTIVE MODERN PERSPECTIVE LATE MODERN PERSPECTIVE POSTMODERN PERSPECTIVE SOCIAL WORK ? How do you recognize the different forms in your daily work? ? In what way have you experienced clashes between the different perspectives? ? And/or some constructive collaborations between them?
THE 12 P’S: 1. PURPOSE Why does the organization exist? What purpose does it serve; which values, visions, missions, goals or objectives does it follow? 2. PRODUCTS What do the organization do?Which products or services does it offer, what are the core-business and which tasks and projects are performed to produce it? 3. PROCEDURES Which procedures, standards, technologies are used and which regulative, kognitive and normative ‘institutions’ are presued? THEMES IN ORGANIZATIONSTUDIES
THE 12 P’S: 4. PLACE Where is the organization geographically positioned; in which country, region, locality – is it national or international? What consequences do the physical surroundings have for the organization?Which role do place, space and architecture play for its products and people? 5. POLITICAL ENVIRONMENT What kind of political system and state-model surround the organization?Which expectations according to law and order, economic profit and growth, social responsibility etc. meets the organization? And how does it respond and live up to those expectations? THEMES IN ORGANIZATIONSTUDIES
THE 12 P’S: 6. PROFESSIONS 7. Which professions and professional specialties are hired to do the work? How to avoid ‘group-thinking’ and ‘skilled incompetence’? How do the different professions and professional groups/teams coordinate and cooperate? How are any professional clashes and conflicts handled? 7. PERSONS 8. What kind of people are employed? What characterizes them? What motivates them? How do the organization balance between homogenity and diversity in the staff? How do it cope with the difference of people? THEMES IN ORGANIZATIONSTUDIES
PERSONS – DIVERSITY DIMENSIONS
1. PRIMA DONNA Work is a calling and the purpose is to make a difference 2. PERFORMANCE ADDICT Work is a compe- tition and the purpose is to perform to others and oneself PERSONS – ARCHETYPES OF EMPLOYEES (H. Hein) 3. PRAGMATIST work is work and the purpose is to get the job done and do a good days work 4. PAY CHECK WORKER Work is a punish- ment and the purpose is to maximize net outcome
PERSONS – THEORIES OF HUMAN NATURE (D.McGregor,W.Ouchi,E.Schein) Rational-economic man Self-actualizing man C O M P L E X M A N Social man
COMPLEX (WO)MAN
? How does your organization handle its varity of professions, diverse groups of people and different types of persons? ? How does your organization balance between homogenity and diversity in the staff? ? What difference does difference make in your organization? TIME TO THINK & TALK…
THE 12 P’S: 8. PSYCHOSOCIAL WORK ENVIRONMENT How does people feel at work? Are they satisfied? Do they flourish or perish? How does the organization care about the employees well-being? 9. PROCESSES OF CHANGE Which processes of change emerges? Why do the organization change? Which kinds of changes occur; first order (structures /procedures) or second order (norms, identity, mental maps)? How do the organization cope with change? How do it handle resistance to change? How do it learn to learn? Not only ‘exploitation’ (become better at what we do), but ‘exploration’; doing something new; continually innovate and transform itself? THEMES IN ORGANIZATIONSTUDIES
THE 12 P’S: 10. PARTNERS Which partners and stakeholders do the organization interact with? Def. of stakeholder; ”Any group or individual who can affect or is affected by the achievement of the organizations’ objectives.” (Freemann 1984: 46). What form of interaction?; exchange of information, coordination irt. single cases/individuals , multidisciplinary teams/meetings, formel partnership, co-location, finansiel coordination etc.? What are the values of collaboration and networking? What are the barriers? THEMES IN ORGANIZATIONSTUDIES
PARTNERS – FROM HIERARCHY TO NETWORK HIERARCHY NETWORK Mechanic Organic Vertical interaction Lateral interaction Centralization Decentralization Stability Flexibility Homogenity Diversity Command Communicate Coersive rutines Adaptive relations Clear rules Mutual responsibility Control Trust Economic capital; calcula- ting, prizing, optimizing Social capital; bonding, bridging, linking PYRAMID: CHAIN OF COMMAND NET: CHAIN OF RELATIONS
PARTNERS – WEB OF NETWORK-ACTORS Politicans Leaders Emplo- yees. Users/ clients Media Unions Consul- tants Experts NGO’s Int.nat. actors Business’ Citizens
THE 12 P’S: 11. POLYPHONY - MULTIVOICE ORGANIZATION What kind of different logics, mental models or codes of communication frames the organization; objects and subjects? How do the codes clash? How to combine them and use the richness of perspectives they offer? LAW legality CARING social help HEALTH cure SCIENCE knowledge LOVE intimicy SPIRITUALITY faith ART creativity ECONOMY rentability POLITICS power EDUCATION learning THEMES IN ORGANIZATIONSTUDIES
1. COMFORTABLE BLINDNESS 2. CONTRADICTORY CONTROVERSY 3. CREATIVE MISUNDERSTANDING 4. CYNICAL PARACITISM 5. COMPLEMENTARY MUTUALISM 6. CONSTRUKTIVE ALLIANCE SIX FORMS OF CODE CONNECTION CODEWARS
? Reflect upon which different voices, logics or codes show up in your work? ? How do they clash and connect? ? Can you think of a situation where the clash of codes turned out to be constructive for the situation or the work done? TIME TO THINK & TALK…
THE 12 P’S: 12. POWER ”The greatest temptation on earth is not money or love, the greatest temptation on earth is POWER! “ (Thomas Jefferson) How does power turn up in the organization?Which net of influences and power-relations emerges? What kind of sources of power are referred to?Which influence tactics are used? What implications does power have on different matters; products, individuals, interactions? What is allowed and forbidden, who is included and excluded in the strategic game of power? THEMES IN ORGANIZATIONSTUDIES
EIGHT SOURCES OF POWER
NINE INFLUENCE TACTICS
POWER OVER POWER WITH POWER TO Repressive Participative Productive Command-and-control power or a hard coercive power Persuade-and-influence po- wer or a soft co-optive power Empower-and-facilitate power or a constitutive power Individual possession Joint property Strategic games between liber- ties; power depend on freedom Created by actors dominating other actors Created in relations of equal actors Created in the chainprocesses of acting upon an action An ego-logical process to change what others do An eco-logical process to shape what others want A process of subjectivation to form the way individuals form and reform themselves Target Companion Reflexive, ethical subject Sovereign: Master/Servant Pastor: Shepherd/Herd Assistent coach: ‘Self on self’ Suppression, powerlessness and obedience Emancipation and domination-free dialogue Opposition and liberated counterpower Government; calculated direction of human conduct through rules and instructions Governance; leading of actors in network through shared values/goals, negotiation and mutual adaption Governmentality; steering via autonomous individuals that steer themselves, facilitated by regimes of practices, program- mes and self-technologies
”The skillful leader does not rely on personal force; he controls his group not by dominating but by expressing it. He stimulates what is the best in us, he unifies and concentrates what we feel… [and] he never gets away from the current of which he and we are both an integral part.The person who influences me most is not he who does great deeds but he who makes me feel I can do great deeds.” “Leadership is not defined by the exercise of power but by the capacity to increase the sense of power among those led. The most essential work of the leader is to create more leaders.” PARTICIPATIVE POWER – IN FOLLETTS WORDS Mary Parker Follett (1868-1933)
”We must cease once and for all to describe the effects of power in negative terms: it ’excludes’, it ‘represses’, it ‘censors’, it ‘abstracts’, it ‘masks’, it ‘conceals’. In fact, power produces; it produces reality; it produces domains of objects and rituals of truth.” ”Power is exercised only over free subjects, and only in so far as they are ’free’. By this we mean individual or collective subjects who are faced with a field of possibilities in which several kinds of conduct, several ways of reacting and modes of behavior are available.” ”Power must be as something which circulates, or rather as something which only functions in the form of a chain. It is never localised here or there, never in anybody’s hands, never appropriated as a commodity or piece of wealth. Power is employed and exercised through a net-like organisation.” PRODUCTIVE POWER – IN FOUCAULTS WORDS Michel Foucault (1926-1984)
”Government [as governmentality] compasses not only how we exercise authority over others, or how we govern abstract entities such as states and populations, but how we govern ourselves …Government concerns not only practices of government but also practices of the self. To analyse government is to analyse those practices of the self… those practices that try to shape, sculpt, mobilize and work through the choices, desires, aspirations, needs, wants and lifestyles of individuals and groups. This is a perspective, then, that seeks to connect questions of government, politics and administration to the space of bodies, lives, selves and persons.” (Michell Dean) GOVERNMENTALITY – IN SHORT…
To steer is to steer the way others steer themselves – offering them freedom and technologies to manage that freedom in a responsible manner. Self-technology rest on an autonomous person capable of monitoring and regulating various aspects of their own conduct. ”Occupy oneself with oneself” or ”cross swords with oneself” (Foucault) thereby making oneself accountable for one’s own actions and transformations. To receive oneself (assigned respon- sibility from the outside) To give oneself to oneself (take responsibility at your own initiative) SELF-TECHNOLOGY – to form a self that (re)forms itself
POLICY-FIELD TECHNOLOGY DIFFERENCEOF STEERING Education-policy Students logbook, educational- plan, test, card game on conduct Accomplished learning / Planned learning and progress Personnel-policy, HRM Personality tests, appraisal interviews, career-development- plan Professional and personal development so far / Further development in the future Health-policy (‘bio-power’) Campaigns (e.i. ‘KRAM’), preven- tive health interviews, rehabilitati- onprojects, exercise-at-the-job- programmes , pedometers… Unhealthy and unfit body / Healthy and fit body Elderly-policy Welfare-technologies; robot seal (‘Paro’), robot hoover, intelligent toilet, telemedicine, ‘exoskeletons’ ‘Objects’ in need of help / Independent self-caring subjects Employment policy Individual jobplan irt. three matchgr; a. ‘available for work’, b. ‘deployable’, or c. ‘temporary passive’ Passive recipient of welfare benefits / active jobsearcher in a workfare society Integration policy Immigrant-contracts, tests and citizenship-declarations Unassimilated stranger living in a parallel society / Assimilated citizen Social-policy Client-interviews and contracts for the socially disadvantaged Help needy defeatist / Committed self-improver
SELF-TRANSFORMATION Technologies of the self… “allow individuals by themselves or with the help of others, to perform a certain number of operations on their own bodies and souls, thoughts, behaviors and mode of existence, in order to transform themselves to obtain a certain state of happiness, purity, perfection, or immortality.“ (Michel Foucault)
FOUR ASPECTS OF ETHICAL SELFMANAGEMENT 1. ONTOLOGY (substance): What we seek to act upon; the governed/ethical substance (the soul, the body, the mind…) in order to change the situation 2. ASCETICS (work) How we govern this substance; the governing/ethical work (methods, procedures, technologies…) 3. DEONTOLOGY (subject) Who we are/become when we are governed in such a manner; our ‘mode of subjectification’, or the governable/ethical subject (i.e. active jobsearcher in a workfare society, or assimilated citizen) 4. TELEOLOGY (telos) Why we govern or are governed, the ends or goals sought, what we hope to become or the world we want to create; the telos or aim of governmental/ethical practices Michell Dean
A productive power and a ethical selfmanagement, which seeks; - to free and stimulate the potential of individuals in order to create active, competent and self-responsible citizens/ clients/employees. - to get individuals to reflect on their own thinking and behavior so the individual become better to control himself and manage his life, his freedom. - to get individuals to continuously review and improve themselves: ”…the target nowadays is not to discover what we are but to refuse what we are… and to build up what we could be .” (M. Foucault) - to make the individual able to realize and develop themselves in such a way that he / she at the same time creates value (for themselves, the group, the company, the society). TELOS OF GOVERNMENTALITY
4-DOUBLE LOGIC OF RESPONSIBILITY 1. Responsibility for responsibility: The individual (citizen/client/employee) is expected to be proactive and assertive. 2. Self-responsibility: The individual is expected to act according to her life-situation and take control over her own risks; illness, old age, low skills, unemploy- ment, overweight etc. 3. Responsibility for the hole: The individual is in her self-governance expected to take responsibility for others – for the consequences of her actions in relation to the overall context. 4. Responsibility for others taken responsibility: As a facilitator the professional is expected to support with information and guidance – to withdrawl and steer at a distance…
”An analytics of government takes as its central concern how we govern and are governed within different regimes, and the conditions under which such regimes emerge, continue to operate, and are transformed.” This implies four dimensions to be studied (Gilles Deleuze): 1. VISIBILITY (mapping/spacing/illustrating): Which forms of visualization are used; pie charts /tables/graphs, architectural drawings, physical space or room arrangements – in order to ‘picture’ who and want is to be governed in what way? PYRAMID NET PANOPTICON SYNOPTICON FOUR ANALYTICAL DIMENSIONS - Michell Dean
2. TECHNOLOGY (acting/’techne’): Which specific ways of acting, intervening and directing turn up, relying upon which technical means; mechanisms, procedures, instruments or technologies? Advanced liberal regimes of government uses; A. Technologies of agency [self-technologies], which seek to enhance and improve our capacities for participation, agreement and action. B. Technologies of performance in which these capacities are made calculable and comparable so that they might be optimized. FOUR ANALYTICAL DIMENSIONS - Michell Dean
3. MENTALITY (thinking/’episteme’): Which distinctive forms of knowledge; ways of thinking and questioning arise from and inform the activity of governing? What forms of thought, expertise, ideals or rationality emerges – relying on definite vocabularies and concepts for the ‘production of truth’? FOUR ANALYTICAL DIMENSIONS - Michell Dean
4. IDENTITY (subjectifying): Which forms of individual and collective identity are at stake? What forms of person, self and identity are presupposed by different practices of government and what sorts of transformation do these practices seek? What statuses, capacities, attributes and orientations are assumed of those who exercise authority and those who are to be governed? What forms of conduct are expected of them? What duties and rights do they have? How are these capacities and attributes to be fostered? How are these duties enforced and rights ensured? How are certain aspects of conduct problematized? How are they then to be reformed? How are certain individuals and populations made to identify with certain groups, to become virtuous and active citizens, and so on? FOUR ANALYTICAL DIMENSIONS - Michell Dean
IDENTIFICATION ”Regimes of government do not determine forms of subjectivity.They elicit, promote, facilitate, foster and attribute various capacities, qualities and statuses to particular agents.They are successful to the extent that these agents come to experience themselves through such capacities, qualities and statuses. Much of the problem of government here is less one of identity than one of ‘identification’. ” (Michell Dean)
”Government [as governmentality] is an activity that shapes the field of action [conduct of conduct] and thus, in this sense, attempts to shape freedom. However, while government gives shape to freedom, it is not constitutive of freedom.The governed [persons, groups, organizations] are free in that they are actors, i.e. it is possible for them to act and to think in a variety of ways, and sometimes in ways not foreseen by authorities. Government presupposes the existence of subjects who are free in the primary sense of living and thinking beings endowed with bodily and mental capacities. Government as the ‘conduct of conduct’ entails living human beings who can act.” (Michell Dean) OBLIGATION TO BE FREE
“Organizations and individuals who once were entangled in the complex and bureaucratic net of the social state, are now being set free to find their own destiny. But at the same time they are politically controlled at a distance; namely through the invention and the use of new so-called trust-technologies, which can form their actions and allegedly increase their independence at the same time.” (N. Rose) ”On the one hand, they assert the right to be different and underline everything that makes individuals truly individual. On the other hand, they attack everything that separates the individual, breaks his links with others, splits up community life, forces the individual back on himself, and ties him to his own identity in a constraint way.” (M. Foucault) CONSTRAINED FREEDOM?
” …power relations are rooted deep in the social nexus…To live in society is, in any event, to live in such a way that some can act on the actions of others. A society without power relations can only be an abstraction.” (M. Foucault) ”Relations between people are unthinkable without power because all social relations are relations of various shades of domination, seduction, manipulation, coercion, authority, and so on. Power is; power always will be, and can never not be.” (S. Clegg, D. Courpasson, N. Phillips) POWER ALWAYS WILL BE
? Think and discuss the theory of productive power and the concept of governmentality in your organizational setting? ? What do you think of the power of freedom – and the power in freedom? ? What are the positive and the negative effects of the governmentality regime? TIME TO THINK & TALK…
POWER EMPOWER CONTROL TRUST DISTANCE PROXIMITY CARING FOR OTHERS CARING FORYOURSELF COLLECTIVE INDIVIDUAL REPRESENTATIVITY AUTHENTICITY COOPERATIVE COMPETITIVE PEOPLE-ORIENTATION PERFORMANCE-ORIENTATION CENTRALIZATION DECENTRALIZATION VERTICAL HORIZONTAL OUTSIDE INSIDE TENTIONS IN ORGANIZATIONAL LIFE
BIG SMALL ABSOLUTE RELATIVE PROFES.OBJECTIVES PERSONAL EXPERIENCES STANDARDIZATION INDIVIDUAL PROFILES ESPRIT DE CORP LICENSETO CRITIQUE CREATION DESTRUCTION HOMOGENITY DIVERSITY EFFICIENCY QUALITY STABILITY FLEXIBILITY CONTINUITY CHANGE CONFIDENCE UNCERTAINTY TENTIONS IN ORGANIZATIONAL LIFE
DE-PARADOXATION:  FUNDAMENTALISM; ‘either-or’  BALANCE; ‘both-and’  DECOUBLING; ‘neither-nor’  GAMING; ‘throwing around’  HYPOCRISY; ‘not at all’ RE-PARADOXATION:  REFLECTION; Thinking analytical distance  PROFLECTION; Doing explorative play  NARRATION; Telling management of meaning  AFFECTION; Sensing intensity of presence NINE STRATEGIES
TRANSFORMATION 3rd order reflection Reflexive reference in relation to learning aptitude. "I learn to learn and reflect on reflection as design and desire." DECONSTRUKTION 2nd order reflection Complemented foreign reference to self-reference "I think about how I think about how I do." RECONSTRUCTION 1st order reflection Processual self-reference "I think about how I do." CONSTRUCTION O order reflection Basic self-reference "I do." Dimensions of reflection Rennison 2013
”That my agency is riven with paradox does not mean it is impossible. It means only that paradox is the condition of its possibility.” (Judith Butler) "A first-rate intelligence is characterized by the ability to hold two opposing ideas at the same time and still retain its functionality.“ (F. Scott Fitzgerald) “The orthodox world of ordering, controlling and organizing is increasingly opposed to a normalizing world of disordering, disrupting and disorganizing... In the future, organization studies will be the study of paradox, how to understand it, how to use it.” (Stewart Clegg) “Paradox and absurdity keep us off balance. In so doing they produce the humility, vitality, and creative surprise that make life so worth living.” (Richard Farson) PARADOX AS THE ULTIMATE P’
1. THE FOURTHEORETICAL PERSPECTIVES ON ORGANIZATION ANDTHE DIFFERENT WORLDVIEWSTHEY CREATE 2. THE POLYPHONIC DRIVE OF ORGANIZATIONS ANDTHE ‘CODE WARS’ IT BRINGS 3. THE PRODUCTIVE POWER IN ORGANIZATIONS ANDTHE ANALYTICAL DIMENSIONS IN HANDLING/STUDYING IT 4. THETENSIONS AND PARADOXES OF ORGANIZATIONAL LIFE ANDTHEVARIED STRATEGIESTO COPE WITH IT THINGS TO REMEMBER
”I believe that some of the most fundamental problems we face stem from the fact that the complexity and sophistication of our thinking do not match the complexity and sophistication of the realities with which we have to deal.The result is that our actions are often simplistic and at times downright harmful.” (Garath Morgan) Our challenge is to learn to deal with the complexity by relying on the most valuable assets we have: - our capacity for critical thinking - our curiosity for the new - our caring for the richness of perspectives that live brings… POINT TO TAKE
SOME OF MY PUBLICATIONS…  “Reflexive Management – Systemtheoretical reflection on reflection”, Journal of Leadership and Management, vol. 3, 2015.  “Cracking the Gender Codes – Discourses of women in management”, Journal of Leaderhip and Management, vol. 1, 2014.  “Cash, codes and complexity: new adventures in public management of pay scales”, in: The Illusion of Management Control: A SystemsTheoretical Approach to Managerial Technologies, N.Thygesen (red.), 2012, Palgrave Macmillan.  “Historical Discourses of Public Management in Denmark - Past emergence and Present challenge”, Management & Organizational History, vol. 2, no. 1, 2007: SAGE.  “Intimacy of management – codified constructions of personalized selves”, Philosophy of Management, vol. 6. no. 2, 2007: Reason in Practice.

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Organization as a frame for social work

  • 1.
    WELCOME! Betina Wolfgang Rennison Ph.D.in management Associate Professor in Organizational Sociology Departement of Sociologi & Social Work Aalborg University, Denmark M.A.D. in Soc. Work, Module 6; ’Power relations’, Aalborg University, 26.02.2015
  • 2.
  • 3.
    1. THEORY OFORGANIZATION: THE 4 MAINPERSPECTIVES 2. THEMES IN ORGANIZATIONSTUDIES: THE 12 P’S – focusing on Polyphony and Power 3. TENTIONS IN ORGANIZATIONAL LIFE: THE 9 STRATEGIES of coping with paradoxes 4. TIMETOTHINK &TALK whenever we feel like… PROGRAMME: THE FOUR T’S
  • 4.
  • 5.
    MULTIPLE VIEWS OFORGANIZATION ORGANIZATIONAS A FUNCTIONAL MACHINE ORGANIZATIONAS AN ADAPTABLE ORGANISMORGANIZATIONAS INTEGRATED OR DIFFERENTIATED CULTURE ORGANIZATIONASA ACTOR NETWORK ORGANIZATIONAS REGULATIVE, KOGNITIVE & NORMATIVE INSTITUTIONS ORGANIZATIONAS A LEARNING FACILITY ORGANIZATIONASA CHANGE PROCESS ORGANIZATIONAS DECISIONMAKING ORGANIZATIONAS POWER ORGANIZATIONAS COMMUNICATION
  • 6.
    1. PRE-MODERN (1900-1940’s)– FUNCTIONALISM 2. MODERN (1950-1970’s) – RATIONALISM 3. LATE MODERN (1980’s) – SYMBOLISM 4. POST-MODERN (1990’s) – DECONSTRUCTIVISM FOUR THEORETICAL PERSPECTIVES
  • 7.
    PREMODERN PERSPECTIVE MODERN PERSPECTIVE LATE MODERN PERSPECTIVE POSTMODERN PERSPECTIVE Origin-time 1900-1940’s1950-1970’s 1980’s 1990’s Theories Scientific Manage- ment. Bureaucracy. Human Relations. Decision-theory. Con- tingency theory. Res- ource-dependency. Network-theory. Cultural-theory. Neo-institutiona- lism. Sensemaking. Narrative theory. Discourse theory. Critical Management Theory . [ANT, STS] Analytical level Intra-organizational Inter-organizational Inter-subjective Subjective and societal View of organi- zations Machine Closed functional entities directed by rules, standard operational procedures and groupdynamics Organism Open cooperative soc. systems of decis- ion and action driven by norms of rationa- lity, aligned to maxi- mize performance in a particular situation Maps of meaning Socially constructed realities where webs of meaning create bonds of emotion and symbolic connection between members/fellows Polyfonic choir Results of discourse and practice regimes and sites for multiple voices and enacting power relations Form of rationality Formal-legal rationality Functional-technical rationality Substantive-value- based rationality Constitutive- ‘political ‘ rationality Key- concepts Specialization. Standardization. Formalization. Hierarchization. Scientification. Modernization. Adaptation to con- text (situations-varia- bles; i.e. PEST). Profitability. Symbolism. Cultural values. Customs. Regulative, kogni- tive, normative insti- tutions. Narratives. Discourse. Language games. Regimes of truth. Power. Subjec- tivation. Multiplicity. Paradox.
  • 8.
    PREMODERN PERSPECTIVE MODERN PERSPECTIVE LATE MODERN PERSPECTIVE POSTMODERN PERSPECTIVE Model of hum.rela- tionship Hierarchy;vertical structure (top- down) ‘The best fit’ (if…then….) (outside-in) Community; hori- zontal interactions (side-by-side) Self-governance; internalized self- correction (inside) View of humans Legal object/ human factor (fixed identity; being) Economic object/ human resource (fixed identity, being) Socialized subject / human part of a hole (united identity; belonging) Individual subject / human potential (fluid identity; becoming) Concept of power Repressive power; power over people Repressive power; power over people Participative power; power with people Productive power; power to form and reform people Role of manage- ment Administration (controller) Rationalization (optimizer) Communication (co-author) Managination (innovator) Over- arching goal Convergence. Prediction. Control. Contingency. Causality (situation- structure). Goodness of fit. Coherence. Mutual understan- ding. Institutiona- lization of values. Complexity. Appreciation of diffe- rence. Liberation from hegemonic views. Giving voice to silence.
  • 9.
    PREMODERN PERSPECTIVE MODERN PERSPECTIVE LATE MODERN PERSPECTIVE POSTMODERN PERSPECTIVE Focus of theory Discoveringthe universal principles that govern organizations Discovering the universal principles that govern organizations Describing how life unfolds within the org.context in rituals and other meaning- ful activities in order to produce under- standing of how organizing happens Deconstructing the way organizations are produced, shedding light on dominating ‘regimes of truth’ and marginalized viewpoints. Suspicious of all knowledge claims; of ‘grand narratives’ determining social norms and subject- identity. Onto- logy Objectivism; reality is a pre- existing unity Objectivism; reality is a pre- existing unity Subjectivism/ social construction; reality is socially constructed diversity Post-structuralism/ semantic construction.; reality is constantly shifting and fluid plurality Epistemo- logy Positivism; univer- sal knowledge, developed through facts and informa- tion Positivism; univer- sal knowledge, developed through facts and informa- tion Interpretivism; parti- cular knowledge developed through meaning and interpretation Deconstructivism; provisional knowledge, developed through denial and deconstruc- tion. License to critic.
  • 10.
    ? How doessocial work as a concept and a practice turn up in the different theoretical perspectives? TIME TO THINK & TALK… PREMODERN PERSPECTIVE MODERN PERSPECTIVE LATE MODERN PERSPECTIVE POSTMODERN PERSPECTIVE SOCIAL WORK ? How do you recognize the different forms in your daily work? ? In what way have you experienced clashes between the different perspectives? ? And/or some constructive collaborations between them?
  • 11.
    THE 12 P’S: 1.PURPOSE Why does the organization exist? What purpose does it serve; which values, visions, missions, goals or objectives does it follow? 2. PRODUCTS What do the organization do?Which products or services does it offer, what are the core-business and which tasks and projects are performed to produce it? 3. PROCEDURES Which procedures, standards, technologies are used and which regulative, kognitive and normative ‘institutions’ are presued? THEMES IN ORGANIZATIONSTUDIES
  • 12.
    THE 12 P’S: 4.PLACE Where is the organization geographically positioned; in which country, region, locality – is it national or international? What consequences do the physical surroundings have for the organization?Which role do place, space and architecture play for its products and people? 5. POLITICAL ENVIRONMENT What kind of political system and state-model surround the organization?Which expectations according to law and order, economic profit and growth, social responsibility etc. meets the organization? And how does it respond and live up to those expectations? THEMES IN ORGANIZATIONSTUDIES
  • 13.
    THE 12 P’S: 6.PROFESSIONS 7. Which professions and professional specialties are hired to do the work? How to avoid ‘group-thinking’ and ‘skilled incompetence’? How do the different professions and professional groups/teams coordinate and cooperate? How are any professional clashes and conflicts handled? 7. PERSONS 8. What kind of people are employed? What characterizes them? What motivates them? How do the organization balance between homogenity and diversity in the staff? How do it cope with the difference of people? THEMES IN ORGANIZATIONSTUDIES
  • 14.
  • 15.
    1. PRIMA DONNA Workis a calling and the purpose is to make a difference 2. PERFORMANCE ADDICT Work is a compe- tition and the purpose is to perform to others and oneself PERSONS – ARCHETYPES OF EMPLOYEES (H. Hein) 3. PRAGMATIST work is work and the purpose is to get the job done and do a good days work 4. PAY CHECK WORKER Work is a punish- ment and the purpose is to maximize net outcome
  • 16.
    PERSONS – THEORIESOF HUMAN NATURE (D.McGregor,W.Ouchi,E.Schein) Rational-economic man Self-actualizing man C O M P L E X M A N Social man
  • 17.
  • 18.
    ? How doesyour organization handle its varity of professions, diverse groups of people and different types of persons? ? How does your organization balance between homogenity and diversity in the staff? ? What difference does difference make in your organization? TIME TO THINK & TALK…
  • 19.
    THE 12 P’S: 8.PSYCHOSOCIAL WORK ENVIRONMENT How does people feel at work? Are they satisfied? Do they flourish or perish? How does the organization care about the employees well-being? 9. PROCESSES OF CHANGE Which processes of change emerges? Why do the organization change? Which kinds of changes occur; first order (structures /procedures) or second order (norms, identity, mental maps)? How do the organization cope with change? How do it handle resistance to change? How do it learn to learn? Not only ‘exploitation’ (become better at what we do), but ‘exploration’; doing something new; continually innovate and transform itself? THEMES IN ORGANIZATIONSTUDIES
  • 20.
    THE 12 P’S: 10.PARTNERS Which partners and stakeholders do the organization interact with? Def. of stakeholder; ”Any group or individual who can affect or is affected by the achievement of the organizations’ objectives.” (Freemann 1984: 46). What form of interaction?; exchange of information, coordination irt. single cases/individuals , multidisciplinary teams/meetings, formel partnership, co-location, finansiel coordination etc.? What are the values of collaboration and networking? What are the barriers? THEMES IN ORGANIZATIONSTUDIES
  • 21.
    PARTNERS – FROMHIERARCHY TO NETWORK HIERARCHY NETWORK Mechanic Organic Vertical interaction Lateral interaction Centralization Decentralization Stability Flexibility Homogenity Diversity Command Communicate Coersive rutines Adaptive relations Clear rules Mutual responsibility Control Trust Economic capital; calcula- ting, prizing, optimizing Social capital; bonding, bridging, linking PYRAMID: CHAIN OF COMMAND NET: CHAIN OF RELATIONS
  • 22.
    PARTNERS – WEBOF NETWORK-ACTORS Politicans Leaders Emplo- yees. Users/ clients Media Unions Consul- tants Experts NGO’s Int.nat. actors Business’ Citizens
  • 23.
    THE 12 P’S: 11.POLYPHONY - MULTIVOICE ORGANIZATION What kind of different logics, mental models or codes of communication frames the organization; objects and subjects? How do the codes clash? How to combine them and use the richness of perspectives they offer? LAW legality CARING social help HEALTH cure SCIENCE knowledge LOVE intimicy SPIRITUALITY faith ART creativity ECONOMY rentability POLITICS power EDUCATION learning THEMES IN ORGANIZATIONSTUDIES
  • 24.
    1. COMFORTABLE BLINDNESS 2.CONTRADICTORY CONTROVERSY 3. CREATIVE MISUNDERSTANDING 4. CYNICAL PARACITISM 5. COMPLEMENTARY MUTUALISM 6. CONSTRUKTIVE ALLIANCE SIX FORMS OF CODE CONNECTION CODEWARS
  • 25.
    ? Reflect uponwhich different voices, logics or codes show up in your work? ? How do they clash and connect? ? Can you think of a situation where the clash of codes turned out to be constructive for the situation or the work done? TIME TO THINK & TALK…
  • 26.
    THE 12 P’S: 12.POWER ”The greatest temptation on earth is not money or love, the greatest temptation on earth is POWER! “ (Thomas Jefferson) How does power turn up in the organization?Which net of influences and power-relations emerges? What kind of sources of power are referred to?Which influence tactics are used? What implications does power have on different matters; products, individuals, interactions? What is allowed and forbidden, who is included and excluded in the strategic game of power? THEMES IN ORGANIZATIONSTUDIES
  • 27.
  • 28.
  • 29.
    POWER OVER POWERWITH POWER TO Repressive Participative Productive Command-and-control power or a hard coercive power Persuade-and-influence po- wer or a soft co-optive power Empower-and-facilitate power or a constitutive power Individual possession Joint property Strategic games between liber- ties; power depend on freedom Created by actors dominating other actors Created in relations of equal actors Created in the chainprocesses of acting upon an action An ego-logical process to change what others do An eco-logical process to shape what others want A process of subjectivation to form the way individuals form and reform themselves Target Companion Reflexive, ethical subject Sovereign: Master/Servant Pastor: Shepherd/Herd Assistent coach: ‘Self on self’ Suppression, powerlessness and obedience Emancipation and domination-free dialogue Opposition and liberated counterpower Government; calculated direction of human conduct through rules and instructions Governance; leading of actors in network through shared values/goals, negotiation and mutual adaption Governmentality; steering via autonomous individuals that steer themselves, facilitated by regimes of practices, program- mes and self-technologies
  • 30.
    ”The skillful leaderdoes not rely on personal force; he controls his group not by dominating but by expressing it. He stimulates what is the best in us, he unifies and concentrates what we feel… [and] he never gets away from the current of which he and we are both an integral part.The person who influences me most is not he who does great deeds but he who makes me feel I can do great deeds.” “Leadership is not defined by the exercise of power but by the capacity to increase the sense of power among those led. The most essential work of the leader is to create more leaders.” PARTICIPATIVE POWER – IN FOLLETTS WORDS Mary Parker Follett (1868-1933)
  • 31.
    ”We must ceaseonce and for all to describe the effects of power in negative terms: it ’excludes’, it ‘represses’, it ‘censors’, it ‘abstracts’, it ‘masks’, it ‘conceals’. In fact, power produces; it produces reality; it produces domains of objects and rituals of truth.” ”Power is exercised only over free subjects, and only in so far as they are ’free’. By this we mean individual or collective subjects who are faced with a field of possibilities in which several kinds of conduct, several ways of reacting and modes of behavior are available.” ”Power must be as something which circulates, or rather as something which only functions in the form of a chain. It is never localised here or there, never in anybody’s hands, never appropriated as a commodity or piece of wealth. Power is employed and exercised through a net-like organisation.” PRODUCTIVE POWER – IN FOUCAULTS WORDS Michel Foucault (1926-1984)
  • 32.
    ”Government [as governmentality]compasses not only how we exercise authority over others, or how we govern abstract entities such as states and populations, but how we govern ourselves …Government concerns not only practices of government but also practices of the self. To analyse government is to analyse those practices of the self… those practices that try to shape, sculpt, mobilize and work through the choices, desires, aspirations, needs, wants and lifestyles of individuals and groups. This is a perspective, then, that seeks to connect questions of government, politics and administration to the space of bodies, lives, selves and persons.” (Michell Dean) GOVERNMENTALITY – IN SHORT…
  • 33.
    To steer isto steer the way others steer themselves – offering them freedom and technologies to manage that freedom in a responsible manner. Self-technology rest on an autonomous person capable of monitoring and regulating various aspects of their own conduct. ”Occupy oneself with oneself” or ”cross swords with oneself” (Foucault) thereby making oneself accountable for one’s own actions and transformations. To receive oneself (assigned respon- sibility from the outside) To give oneself to oneself (take responsibility at your own initiative) SELF-TECHNOLOGY – to form a self that (re)forms itself
  • 34.
    POLICY-FIELD TECHNOLOGY DIFFERENCEOFSTEERING Education-policy Students logbook, educational- plan, test, card game on conduct Accomplished learning / Planned learning and progress Personnel-policy, HRM Personality tests, appraisal interviews, career-development- plan Professional and personal development so far / Further development in the future Health-policy (‘bio-power’) Campaigns (e.i. ‘KRAM’), preven- tive health interviews, rehabilitati- onprojects, exercise-at-the-job- programmes , pedometers… Unhealthy and unfit body / Healthy and fit body Elderly-policy Welfare-technologies; robot seal (‘Paro’), robot hoover, intelligent toilet, telemedicine, ‘exoskeletons’ ‘Objects’ in need of help / Independent self-caring subjects Employment policy Individual jobplan irt. three matchgr; a. ‘available for work’, b. ‘deployable’, or c. ‘temporary passive’ Passive recipient of welfare benefits / active jobsearcher in a workfare society Integration policy Immigrant-contracts, tests and citizenship-declarations Unassimilated stranger living in a parallel society / Assimilated citizen Social-policy Client-interviews and contracts for the socially disadvantaged Help needy defeatist / Committed self-improver
  • 35.
    SELF-TRANSFORMATION Technologies of theself… “allow individuals by themselves or with the help of others, to perform a certain number of operations on their own bodies and souls, thoughts, behaviors and mode of existence, in order to transform themselves to obtain a certain state of happiness, purity, perfection, or immortality.“ (Michel Foucault)
  • 36.
    FOUR ASPECTS OFETHICAL SELFMANAGEMENT 1. ONTOLOGY (substance): What we seek to act upon; the governed/ethical substance (the soul, the body, the mind…) in order to change the situation 2. ASCETICS (work) How we govern this substance; the governing/ethical work (methods, procedures, technologies…) 3. DEONTOLOGY (subject) Who we are/become when we are governed in such a manner; our ‘mode of subjectification’, or the governable/ethical subject (i.e. active jobsearcher in a workfare society, or assimilated citizen) 4. TELEOLOGY (telos) Why we govern or are governed, the ends or goals sought, what we hope to become or the world we want to create; the telos or aim of governmental/ethical practices Michell Dean
  • 37.
    A productive powerand a ethical selfmanagement, which seeks; - to free and stimulate the potential of individuals in order to create active, competent and self-responsible citizens/ clients/employees. - to get individuals to reflect on their own thinking and behavior so the individual become better to control himself and manage his life, his freedom. - to get individuals to continuously review and improve themselves: ”…the target nowadays is not to discover what we are but to refuse what we are… and to build up what we could be .” (M. Foucault) - to make the individual able to realize and develop themselves in such a way that he / she at the same time creates value (for themselves, the group, the company, the society). TELOS OF GOVERNMENTALITY
  • 38.
    4-DOUBLE LOGIC OFRESPONSIBILITY 1. Responsibility for responsibility: The individual (citizen/client/employee) is expected to be proactive and assertive. 2. Self-responsibility: The individual is expected to act according to her life-situation and take control over her own risks; illness, old age, low skills, unemploy- ment, overweight etc. 3. Responsibility for the hole: The individual is in her self-governance expected to take responsibility for others – for the consequences of her actions in relation to the overall context. 4. Responsibility for others taken responsibility: As a facilitator the professional is expected to support with information and guidance – to withdrawl and steer at a distance…
  • 39.
    ”An analytics ofgovernment takes as its central concern how we govern and are governed within different regimes, and the conditions under which such regimes emerge, continue to operate, and are transformed.” This implies four dimensions to be studied (Gilles Deleuze): 1. VISIBILITY (mapping/spacing/illustrating): Which forms of visualization are used; pie charts /tables/graphs, architectural drawings, physical space or room arrangements – in order to ‘picture’ who and want is to be governed in what way? PYRAMID NET PANOPTICON SYNOPTICON FOUR ANALYTICAL DIMENSIONS - Michell Dean
  • 40.
    2. TECHNOLOGY (acting/’techne’): Whichspecific ways of acting, intervening and directing turn up, relying upon which technical means; mechanisms, procedures, instruments or technologies? Advanced liberal regimes of government uses; A. Technologies of agency [self-technologies], which seek to enhance and improve our capacities for participation, agreement and action. B. Technologies of performance in which these capacities are made calculable and comparable so that they might be optimized. FOUR ANALYTICAL DIMENSIONS - Michell Dean
  • 41.
    3. MENTALITY (thinking/’episteme’): Whichdistinctive forms of knowledge; ways of thinking and questioning arise from and inform the activity of governing? What forms of thought, expertise, ideals or rationality emerges – relying on definite vocabularies and concepts for the ‘production of truth’? FOUR ANALYTICAL DIMENSIONS - Michell Dean
  • 42.
    4. IDENTITY (subjectifying): Whichforms of individual and collective identity are at stake? What forms of person, self and identity are presupposed by different practices of government and what sorts of transformation do these practices seek? What statuses, capacities, attributes and orientations are assumed of those who exercise authority and those who are to be governed? What forms of conduct are expected of them? What duties and rights do they have? How are these capacities and attributes to be fostered? How are these duties enforced and rights ensured? How are certain aspects of conduct problematized? How are they then to be reformed? How are certain individuals and populations made to identify with certain groups, to become virtuous and active citizens, and so on? FOUR ANALYTICAL DIMENSIONS - Michell Dean
  • 43.
    IDENTIFICATION ”Regimes of governmentdo not determine forms of subjectivity.They elicit, promote, facilitate, foster and attribute various capacities, qualities and statuses to particular agents.They are successful to the extent that these agents come to experience themselves through such capacities, qualities and statuses. Much of the problem of government here is less one of identity than one of ‘identification’. ” (Michell Dean)
  • 44.
    ”Government [as governmentality]is an activity that shapes the field of action [conduct of conduct] and thus, in this sense, attempts to shape freedom. However, while government gives shape to freedom, it is not constitutive of freedom.The governed [persons, groups, organizations] are free in that they are actors, i.e. it is possible for them to act and to think in a variety of ways, and sometimes in ways not foreseen by authorities. Government presupposes the existence of subjects who are free in the primary sense of living and thinking beings endowed with bodily and mental capacities. Government as the ‘conduct of conduct’ entails living human beings who can act.” (Michell Dean) OBLIGATION TO BE FREE
  • 45.
    “Organizations and individualswho once were entangled in the complex and bureaucratic net of the social state, are now being set free to find their own destiny. But at the same time they are politically controlled at a distance; namely through the invention and the use of new so-called trust-technologies, which can form their actions and allegedly increase their independence at the same time.” (N. Rose) ”On the one hand, they assert the right to be different and underline everything that makes individuals truly individual. On the other hand, they attack everything that separates the individual, breaks his links with others, splits up community life, forces the individual back on himself, and ties him to his own identity in a constraint way.” (M. Foucault) CONSTRAINED FREEDOM?
  • 46.
    ” …power relationsare rooted deep in the social nexus…To live in society is, in any event, to live in such a way that some can act on the actions of others. A society without power relations can only be an abstraction.” (M. Foucault) ”Relations between people are unthinkable without power because all social relations are relations of various shades of domination, seduction, manipulation, coercion, authority, and so on. Power is; power always will be, and can never not be.” (S. Clegg, D. Courpasson, N. Phillips) POWER ALWAYS WILL BE
  • 47.
    ? Think anddiscuss the theory of productive power and the concept of governmentality in your organizational setting? ? What do you think of the power of freedom – and the power in freedom? ? What are the positive and the negative effects of the governmentality regime? TIME TO THINK & TALK…
  • 48.
    POWER EMPOWER CONTROL TRUST DISTANCEPROXIMITY CARING FOR OTHERS CARING FORYOURSELF COLLECTIVE INDIVIDUAL REPRESENTATIVITY AUTHENTICITY COOPERATIVE COMPETITIVE PEOPLE-ORIENTATION PERFORMANCE-ORIENTATION CENTRALIZATION DECENTRALIZATION VERTICAL HORIZONTAL OUTSIDE INSIDE TENTIONS IN ORGANIZATIONAL LIFE
  • 49.
    BIG SMALL ABSOLUTE RELATIVE PROFES.OBJECTIVESPERSONAL EXPERIENCES STANDARDIZATION INDIVIDUAL PROFILES ESPRIT DE CORP LICENSETO CRITIQUE CREATION DESTRUCTION HOMOGENITY DIVERSITY EFFICIENCY QUALITY STABILITY FLEXIBILITY CONTINUITY CHANGE CONFIDENCE UNCERTAINTY TENTIONS IN ORGANIZATIONAL LIFE
  • 50.
    DE-PARADOXATION:  FUNDAMENTALISM; ‘either-or’  BALANCE; ‘both-and’ DECOUBLING; ‘neither-nor’  GAMING; ‘throwing around’  HYPOCRISY; ‘not at all’ RE-PARADOXATION:  REFLECTION; Thinking analytical distance  PROFLECTION; Doing explorative play  NARRATION; Telling management of meaning  AFFECTION; Sensing intensity of presence NINE STRATEGIES
  • 51.
    TRANSFORMATION 3rd order reflection Reflexivereference in relation to learning aptitude. "I learn to learn and reflect on reflection as design and desire." DECONSTRUKTION 2nd order reflection Complemented foreign reference to self-reference "I think about how I think about how I do." RECONSTRUCTION 1st order reflection Processual self-reference "I think about how I do." CONSTRUCTION O order reflection Basic self-reference "I do." Dimensions of reflection Rennison 2013
  • 52.
    ”That my agencyis riven with paradox does not mean it is impossible. It means only that paradox is the condition of its possibility.” (Judith Butler) "A first-rate intelligence is characterized by the ability to hold two opposing ideas at the same time and still retain its functionality.“ (F. Scott Fitzgerald) “The orthodox world of ordering, controlling and organizing is increasingly opposed to a normalizing world of disordering, disrupting and disorganizing... In the future, organization studies will be the study of paradox, how to understand it, how to use it.” (Stewart Clegg) “Paradox and absurdity keep us off balance. In so doing they produce the humility, vitality, and creative surprise that make life so worth living.” (Richard Farson) PARADOX AS THE ULTIMATE P’
  • 53.
    1. THE FOURTHEORETICALPERSPECTIVES ON ORGANIZATION ANDTHE DIFFERENT WORLDVIEWSTHEY CREATE 2. THE POLYPHONIC DRIVE OF ORGANIZATIONS ANDTHE ‘CODE WARS’ IT BRINGS 3. THE PRODUCTIVE POWER IN ORGANIZATIONS ANDTHE ANALYTICAL DIMENSIONS IN HANDLING/STUDYING IT 4. THETENSIONS AND PARADOXES OF ORGANIZATIONAL LIFE ANDTHEVARIED STRATEGIESTO COPE WITH IT THINGS TO REMEMBER
  • 54.
    ”I believe thatsome of the most fundamental problems we face stem from the fact that the complexity and sophistication of our thinking do not match the complexity and sophistication of the realities with which we have to deal.The result is that our actions are often simplistic and at times downright harmful.” (Garath Morgan) Our challenge is to learn to deal with the complexity by relying on the most valuable assets we have: - our capacity for critical thinking - our curiosity for the new - our caring for the richness of perspectives that live brings… POINT TO TAKE
  • 55.
    SOME OF MYPUBLICATIONS…  “Reflexive Management – Systemtheoretical reflection on reflection”, Journal of Leadership and Management, vol. 3, 2015.  “Cracking the Gender Codes – Discourses of women in management”, Journal of Leaderhip and Management, vol. 1, 2014.  “Cash, codes and complexity: new adventures in public management of pay scales”, in: The Illusion of Management Control: A SystemsTheoretical Approach to Managerial Technologies, N.Thygesen (red.), 2012, Palgrave Macmillan.  “Historical Discourses of Public Management in Denmark - Past emergence and Present challenge”, Management & Organizational History, vol. 2, no. 1, 2007: SAGE.  “Intimacy of management – codified constructions of personalized selves”, Philosophy of Management, vol. 6. no. 2, 2007: Reason in Practice.