An intricate fabric: understanding the rationality of practice

Dunne, Joseph

doi:10.1080/14681360500200234

Cited by 91 publications

(56 citation statements)

References 4 publications

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“…Through participating in a practice, we learn how to appreciate and realize the 'internal goods' of the practice, internal because their value can only be articulated in the terms of the practice, can only be appreciated by those who have apprenticed themselves to it, and cannot be cashed out in instrumental terms. (224) Joseph Dunne (2005) puts it this way: A practice is a coherent, complex set of activities that has evolved cooperatively and cumulatively over time, that is alive in the community who are its practitioners, and Action, Criticism, and Theory for Music Education 16 (1) Bowman, Wayne. 2017 These are sobering claims, it seems to me: A practice is alive and remains alive only so long as its practitioners remain committed to sustaining, developing, and extending its own proper standards of excellence.…”

Section: Practices Practical Knowledge and Right Actionmentioning

confidence: 99%

“…While there is an important sense in which the practice constructs the practitioner, there is another sense, at least as strong, in which practitioners are always constructing the practice. As Dunne (2005) shrewdly observes, "the horizon of [the practitioner's] judgement is always set by the proper ends, goods and standards of the practice and is always at least potentially directed towards, and testable by, other practitioners set within the same horizon that establishes the practice as a collaborative and communal space" (382). Practices are not governed by laws; nor are they utterly idiosyncratic, individual affairs.…”

Section: Practices Practical Knowledge and Right Actionmentioning

confidence: 99%

“…While external goods benefit primarily individuals and institutions, they clearly figure among a practice's attractions. For a more nuanced accounting of internal and external goods, see MacIntyre (1984MacIntyre ( /2007 and Dunne (2005).…”

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confidence: 99%

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“Open” Philosophy or Down the Rabbit Hole?

Bowman¹

2017

ACT

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Section: Practices Practical Knowledge and Right Actionmentioning

confidence: 99%

Section: Practices Practical Knowledge and Right Actionmentioning

confidence: 99%

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“Open” Philosophy or Down the Rabbit Hole?

Bowman¹

2017

ACT

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“…Whilst the accuracy, realism and implications of this diagnosis caused much debate following the publication of After Virtue (Brewer 1997, Dawson and Bartholomew 2003, Dobson 1996, Horvarth 1995, Mangham 1995, McCann and Browsberger 1990, Wicks 1997, recent MacIntyrean work has considered how to characterize management which successfully balances the claims of internal and external goods (Crockett 2005, Moore 2012). In such practice-embodying institutions management becomes not a context -free ideal type but an embodied activity in which managers pursue the ends of particular practice-based domains (Dunne 2005, Beabout 2012) and in which:…”

Section: Part One: Virtues Goods Practices and Institutionsmentioning

confidence: 99%

Managerial Work in a Practice-Embodying Institution: The Role of Calling, The Virtue of Constancy

Beadle

2013

J Bus Ethics

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This document may differ from the final, published version of the research and has been made available online in accordance with publisher policies. To read and/or cite from the published version of the research, please visit the publisher's website (a subscription may be required.)1 Managerial work in a practice-embodying institution -The role of calling, the virtue of constancy. ABSTRACTWhat can be learned from a small scale study of managerial work in a highly marginal and under-researched working community? This paper uses the "goods-virtues-practicesinstitutions" framework to examine the managerial work of owner-directors of traditional circuses. Inspired by MacIntyre"s arguments for the necessity of a narrative understanding of the virtues, interviews explored how British and Irish circus directors accounted for their working lives. A purposive sample was used to select subjects who had owned and managed traditional touring circuses for at least 15 years, a period in which the economic and reputational fortunes of traditional circuses have suffered badly. This sample enabled the research to examine the self-understanding of people who had, at least on the face of it, exhibited the virtue of constancy. The research contributes to our understanding of the role of the virtues in organizations by presenting evidence of an intimate relationship between the virtue of constancy and a "calling" work orientation. This enhances our understanding of the virtues that are required if management is exercised as a domain-related practice.

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“…The broad theoretical perspective framing this research is centred on Aristotle's conception of phronesis (Dunne, 1993(Dunne, , 2005. As Coulter and Wiens (2002) note, phronesis does not easily translate into English, but a common translation is practical wisdom.…”

Section: Theoretical Framework-a Phronetic Perspective On Teaching Anmentioning

confidence: 99%

Leading Inquiry-based Learning

Towers

Panayotidis

2012

Journal of Teaching and Learning

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This article focuses on the role of the school principal in curriculum leadership for inquiry-based learning. Drawing on data collected in a study of inquiry-based teaching and learning in an elementary school in a large Canadian city, and in particular on interviews with the school principal, we explore the important role of the principal in leading and sustaining inquiry in schools. We organize our presentation around three significant themes that emerged from our analysis: (1) the role of the principal's prior experience of inquiry-based teaching and learning practices, (2) explicating the nature of the work of the principal in leading inquiry-based teaching and the dilemmas of that work, and (3) the (principally systemic) elements of the educational working environment that detract from efforts to enact and sustain inquiry in schools.

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An intricate fabric: understanding the rationality of practice

Cited by 91 publications

References 4 publications

“Open” Philosophy or Down the Rabbit Hole?

“Open” Philosophy or Down the Rabbit Hole?

Managerial Work in a Practice-Embodying Institution: The Role of Calling, The Virtue of Constancy

Leading Inquiry-based Learning

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