'Having Fun'?: Humour as Resistance in Brazil

Rodrigues, Suzana B.; Collinson, David

doi:10.1177/017084069501600501

Cited by 167 publications

(142 citation statements)

References 29 publications

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“…Resistance theories do not account for subtle methods of resistance such as gossip. The work of Collinson and Rodrigues (1995) is, exceptionally, an example of subtle resistance through the use of humour.…”

Section: Levellingmentioning

confidence: 99%

Leadership between decks

Offord

Gill

Kendal

2016

Leadership &Amp; Organization Development Journal

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Purpose – The purpose of this paper is to understand the role of interaction in the process of leadership. Interaction has been claimed to be a leadership competence in earlier research into leadership in the Royal Navy. The aim of this research is to define how interaction works within naval teams. Design/methodology/approach – The research uses Grounded Theory. Following a series of leadership discussions in separate focus groups, discussion topics were coded and subjected to recursive qualitative analysis. The grounded approach is used to synthesise and develop existing leadership theory strands as well as to extend the trait-process approach to leadership. Findings – The research discovers the key interaction behaviours of engagement, disengagement and levelling. Our findings support recent developments in follower-centric perceptions of leadership and in interaction specifically. The authors develop engagement theory by combining it with the less well researched area of leadership resistance. The authors then re-frame resistance as social levelling, a more comprehensive interaction mechanism. Research limitations/implications – The research is highly contextual because of its qualitative approach. Some of the detailed reactions to leadership behaviours may not found in other naval or military teams and are unlikely to be generalisable to non-military environments. However, the mechanism described, that of engagement, disengagement and levelling is considered highly generalisable if not universal. Rather than develop new theory fragments in an already confusing research environment, the authors fuse engagement and resistance theory to extend trait-process theories of leadership. The result is a coherent and integrative model of leadership dynamics which frames leadership in the mundane interaction of leaders and followers. Practical implications – Interaction as a competence is strongly supported as is the encouragement of cultures which promote interaction. Selection procedures for future leaders should include interaction skills. The use of subtle methods of resistance are highlighted. Such methods may indicate poor interaction long before more overt forms of resistance are apparent. Social implications – The continual monitoring of leaders and implied ambivalence towards leadership could be critical to our understanding of leadership. A dynamic feedback circle between leaders and followers may be a more useful paradigm for the characterising of leadership throughout society. A better understanding of the power of followers to frame and re-frame leadership would help to manage the expectations of leaders. Originality/value – This research uniquely uses Grounded Theory to extend current theories (competence based leadership and trait-process theories of leadership), explaining the complexity of leadership interaction. The research also synthesises and develops engagement and levelling (resistance to leadership) theories for the first time. As such the project suggests a full range model of follower response to leadership including subtle forms of resistance to power. The value of group-level analysis using focus groups is recommended, especially for other collective leader-follower approaches to leadership. The research is of interest to those studying leadership process theories, competencies, leader-follower traditions, engagement and power/resistance research.

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Section: Levellingmentioning

confidence: 99%

Leadership between decks

Offord

Gill

Kendal

2016

Leadership &Amp; Organization Development Journal

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“…Aidar e Aquino (1997), por exemplo, mostram como algumas organizações brasileiras utilizam estórias em quadrinhos, literatura de cordel e vídeos com personagens cômicos para aperfeiçoar a comunicação com seus funcionários. Rodrigues, em colaboração com Collinson (Rodrigues e Collinson, 1995), realizam uma contraposição ao uso gerencial do humor, mostrando como funcionários de uma empresa brasileira utilizam o humor, a sátira e a ironia como forma de resistência, em condições nas quais ações mais abertas poderiam levar a represálias. Da mesma forma, Carrieri (2004) apresenta como um sindicato de trabalhadores utiliza charges, também, como estratégia de resistência.…”

Section: Thomaz Wood Jr and Miguel P Caldasunclassified

“…Neste estudo, assume-se que o humor é um modo privilegiado para fazer críticas e que pode ser utilizado como um instrumento para reflexão (e.g., Rodrigues e Collinson, 1995;Hatch, 1997;Carrieri, 2004).…”

Section: Reações Ao Humor Crítico E à Ironiaunclassified

“…Nos últimos anos, a análise do humor e da ironia nas organizações passou de menções ocasionais a um veio fértil de pesquisa (e.g., Koestler, 1964;Berger, 1976;Duncan, 1984;Fine, 1984;Hatch, 1993;Rodrigues e Collinson, 1995;Aidar e Alves, 1997;Carrieri, 2004). Ironia e humor são termos de uso próximo: ambos, quando em uso, têm a capacidade de causar tensão entre a percepção dominante da realidade e uma perspectiva alternativa.…”

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Rindo do que? Como consultores reagem ao humor crítico e à ironia sobre sua profissão

Wood¹,

Caldas²

2005

Organ. Soc.

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RESUMOurante a última década, seguindo o rápido crescimento de seu setor, os consultores e as firmas de consultoria passaram a sofrer diversas críticas. Este artigo procura sumarizar as críticas vindas de acadêmicos, jornalistas e, especialmente, aquelas presentes em textos humorísticos e irônicos. Por meio de uma investigação colaborativa, na qual utilizaram-se técnicas de projeção e de análise de conteúdo, foram analisadas as reações a anedotas de uma amostra de consultores de quatro organizações. Os resultados sugerem que esse grupo de profissionais é sensível às críticas, embora apresente uma tendência a racionalizar, de maneira defensiva, as críticas encontradas, no lugar de utilizar as mensagens e os sentidos implícitos para reflexão e auto-desenvolvimento. ABSTRACTuring the last decade, following the rapid growth of its industry, consultants and consulting firms have been exposed to several critiques. This paper summarizes the critiques coming from scholars, journalists and, specially, those coming from comic and ironic texts. Through a collaborative investigation, in which a mixed methodology of projective techniques and content analysis was used, the reactions to jokes about consultants from a sample of consultants from four professional services organizations were analyzed. The results suggest that this group of professionals is sensitive to critiques, but tends to rationalize, in a defensive manner, the critiques, instead of using the messages and meanings for reflection and self development.

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“…Coser (1960) even specifically mentions that the findings might have been different in more informal settings. Other studies with organisational theory as their point of departure have documented humour when the employees are not observed by their superiors, and found that there can be much humour in the workplace at the expense of those on top of the hierarchies, including in places with very hard working conditions and systematic suppression of unions (Rodrigues & Collinson 1995;Taylor & Bain 2003;Lien Huong 2007). Tsakona & Popa (2011) have also shown that political humour is more often than not about those in power.…”

Section: Introductionmentioning

confidence: 99%