Managing Dualities in Planned Change Initiatives

Barge, J. Kevin; Lee, Michael; Maddux, Kristy; Nabring, Richard; Townsend, B.

doi:10.1080/00909880802129996

Cited by 49 publications

(10 citation statements)

References 40 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Generative praxis involves reflexivity (DeGooyer, 2010; Seo & Creed, 2002), and the findings here raise questions about the nature of that reflexivity. Studies of the negotiation of organizational tensions often make awareness a principal recommendation (e.g., Barge, Lee, Maddux, & Townsend, 2008; Stoltzfus, Stohl, & Seibold, 2011) or a prerequisite for advocacy and change (Creed et al, 2010). The examples given in prior studies of generative praxis featured purposeful actors engaged in careful advocacy for change (e.g., Creed et al, 2002).…”

Section: Discussionmentioning

confidence: 99%

Redefining Disaster Preparedness

Barbour

Manly

2016

Management Communication Quarterly

View full text Add to dashboard Cite

The utility of disaster preparation efforts involving volunteers is axiomatic, but a poor understanding of volunteer responder organizing may waste volunteer effort or, worse, endanger response. Effectively integrating volunteer effort during response necessitates understanding how volunteers figure into preparation, but most disaster research is concerned with best practices for response not preparation itself. Insights regarding the management of the political, rhetorical, and organizational challenges of implementing and evaluating disaster preparation are also needed. This study investigated how volunteer disaster responders—volunteers and volunteer coordinators in multiple Citizen Emergency Response Teams and Medical Reserve Corps—negotiated contradictions among and within institutional logics relevant to disaster preparation to justify their efforts. Their accounts drew on institutional logics of preparation and the professional to do so, and provided evidence of reflexivity about, mobilization of, and reconstruction of these logics—generative praxis that may enable innovation in disaster policy and preparation.

show abstract

Section: Discussionmentioning

confidence: 99%

Redefining Disaster Preparedness

Barbour

Manly

2016

Management Communication Quarterly

View full text Add to dashboard Cite

show abstract

“…Communication is strategic in the sense that it is driven by goals, yet it typically occurs automatically (i.e., without careful attention to every detail, without reflection, with heuristics and "rules of thumb") except, for example, in situations that encourage awareness. For example, research focused on managing the tensions, ironies, and contradictions inherent to organizing often recommends the need for reflexivity-"an awareness or critical understanding of the existing social conditions" (Seo & Creed, 2002, p. 230)-and reflexivity is often given as a precondition of the successful management of organizational tensions (Barge, Lee, Maddux, Nabring, & Townsend, 2008;Putnam et al, 2016). Seo and Creed (2002) took this idea further to suggest that the presence of contradictions prompts reflexivity (see also, Barbour & Manly, 2016), and we would extend this idea once again to postulate that contradictions prompt CCD.…”

Section: Testing and Problematizingmentioning

confidence: 99%

“…Communication that employs a rhetorical design logic may be most likely to enable the successful negotiation of organizational tensions, as actors construe contradictions in ways that help them define their symbolic reality (Barge et al, 2008). Users of an expressive logic may fail to attend to the requirements of the communicative situation (ignoring the existence of tension), and users of a conventional logic would treat the situation as fixed (disabling more integrative management of organizational tensions in communication).…”

Section: Collective Communication Design As a Theory Of Interventionmentioning

confidence: 99%

Organizational Communication Design Logics: A Theory of Communicative Intervention and Collective Communication Design

Barbour

Gill

Barge

2018

Communication Theory

View full text Add to dashboard Cite

Theorizing communication as design can support the development of theories of intervention by focusing attention not just on how groups, organizations, and communities communicate, but also on how they make and try to enact choices about their communication. We posit a theory of organizational communication design logics aimed at clarifying how collectives intervene in their own communication. We argue that collective communication design (CCD) is comprised of (a) individuals' overlapping communication designs, focused on goals and governed by communication design logics, and (b) the fit, function, and fragmentation of collectives' communication proposals and choices. Future research guided by this theoretical framework should explore the communication skills associated with CCD and the influence of power, authority, emotion, and temporality in CCD.

show abstract

“…Responses may be assigned to broad either/or and both/and categories and then treated alike. Different ways of understanding paradox may be ignored, and overall responses that cut across behaviour and understanding (Barge et al, 2008;Cuganesan, 2017;Gibbs, 2009;Knight and Paroutis, 2017) may incubate a tendency to affix each category of behaviour to a particular understanding of paradox (Fagerlin and Wang, 2021;Papachroni et al, 2016). Researchers observe salient behaviour and may relate it to an inferred cognitive underpinning (e.g., Andriopoulos and Lewis, 2009;Cuganesan, 2017;Smith, 2014;Smith and Besharov, 2017) rather than to an understanding based upon focused interviews (e.g., Fredberg, 2014;Gibbs, 2009;Stadtler and Van Wassenhove, 2016;Tracy, 2004).…”

Section: Introductionmentioning

confidence: 99%

“…Responses may be assigned to broad either/or and both/and categories and then treated alike. Different ways of understanding paradox may be ignored, and overall responses that cut across behaviour and understanding (Barge et al , 2008; Cuganesan, 2017; Gibbs, 2009; Knight and Paroutis, 2017) may incubate a tendency to affix each category of behaviour to a particular way of understanding paradox (Fagerlin and Wang, 2021; Papachroni et al , 2016). Researchers observe salient behaviour and may relate it to an inferred cognitive underpinning (e.g.…”

Section: Introductionmentioning

confidence: 99%

Toward understanding three phases of individual responses to paradox

Birkelund

2021

BJM

View full text Add to dashboard Cite

PurposeThe purpose of this study is to further paradox research at the individual level through applying a framework of three phases of individual response to paradox – recognition, understanding and behaviour.Design/methodology/approachCritical and integrative review of previous studies of individual responses to paradox.FindingsThe role of individual understanding is limited in extant research on individual responses to paradox. Individual understanding tends to be equated with behaviour, and thus knowledge of understanding is not differentiated enough, neither is the link between understanding and behaviour sufficiently developed.Research limitations/implicationsThe review does not consider the relationship to interactional, organisational and environmental contexts. The recommendation for future research is to explore individual responses to paradox more entirely, to provide an adequate ground for extending paradox theory across individual and broader levels of analysis.Originality/valueThe review contributes to paradox theory by separating individual understanding and then providing a framework in which recognition, understanding and behaviour can be reintegrated in new ways. In addition to more accurate discernment of individual understanding and of combinations of responses across phases, the three-phase framework facilitates investigation of more intricate influences across phases and paths of evolution of such responses over time.

show abstract

Managing Dualities in Planned Change Initiatives

Cited by 49 publications

References 40 publications

Redefining Disaster Preparedness

Redefining Disaster Preparedness

Organizational Communication Design Logics: A Theory of Communicative Intervention and Collective Communication Design

Toward understanding three phases of individual responses to paradox

Contact Info

Product

Resources

About