4 Creating by communicating
-
Philippe Lorino
Abstract
Due to the limits of the control paradigm, static and monological, this chapter suggests that the pragmatist paradigm of “trans-actional inquiry” provides a processual and communicational alternative to study organizations in complex and uncertain situations, characterized by an unintelligible aggregate of unrelated elements; the trans-actional inquiry aims at rebuilding intelligibility and actionability, or even completely re-define the situation, through creative dialogues that involve not only verbal exchanges, but also socially meaningful acts. This framework can be applied to the “organizing” of field operations as well as organizational governance. It could be used in the future to connect organization research with political research about participative democracy. The chapter narrates two complex situations and shows the limits of the control paradigm to understand them; it presents the pragmatist concept of “trans-actional inquiry”, applies it to the two narrated situations and shows how it may lead to a complete redefinition of situations; it concludes with methodological, theoretical and managerial implications.
Abstract
Due to the limits of the control paradigm, static and monological, this chapter suggests that the pragmatist paradigm of “trans-actional inquiry” provides a processual and communicational alternative to study organizations in complex and uncertain situations, characterized by an unintelligible aggregate of unrelated elements; the trans-actional inquiry aims at rebuilding intelligibility and actionability, or even completely re-define the situation, through creative dialogues that involve not only verbal exchanges, but also socially meaningful acts. This framework can be applied to the “organizing” of field operations as well as organizational governance. It could be used in the future to connect organization research with political research about participative democracy. The chapter narrates two complex situations and shows the limits of the control paradigm to understand them; it presents the pragmatist concept of “trans-actional inquiry”, applies it to the two narrated situations and shows how it may lead to a complete redefinition of situations; it concludes with methodological, theoretical and managerial implications.
Chapters in this book
- Frontmatter I
- Preface to the Handbooks of Applied Linguistics Series V
- Contents VII
- Introducing 1
-
Part I: Practices of management communication
- 1 Speaking 27
- 2 Writing 47
- 3 Deciding 69
- 4 Creating by communicating 87
- 5 Networking 105
- 6 Controlling and resisting 123
- 7 Tweeting 143
- 8 Documenting 161
- 9 Posting 177
-
II. Forms of management communication
- 10 Strategizing 195
- 11 Leading 213
- 12 Planning and designing 231
- 13 Routinizing 247
- 14 Branding 263
- 15 Managing communication 279
- 16 Mentoring 295
- 17 Counseling 313
- 18 Developing organizations 335
- 19 Accounting 355
-
Part III: Contexts of management communication
- 20 Managing communication in multilingual workplaces 373
- 21 Exploring and analyzing linguistic environments 389
- 22 Managing high reliability organizations 409
- 23 Building communities 427
- 24 Managing CSR Communication 443
- 25 Rating social and environmental performances 459
- 26 Managing in hospitals 477
- 27 Crowdsourcing 493
- 28 Managing and being managed by emotions 511
- 29 Changing through communication 529
- About the contributors 549
- Index 559
Chapters in this book
- Frontmatter I
- Preface to the Handbooks of Applied Linguistics Series V
- Contents VII
- Introducing 1
-
Part I: Practices of management communication
- 1 Speaking 27
- 2 Writing 47
- 3 Deciding 69
- 4 Creating by communicating 87
- 5 Networking 105
- 6 Controlling and resisting 123
- 7 Tweeting 143
- 8 Documenting 161
- 9 Posting 177
-
II. Forms of management communication
- 10 Strategizing 195
- 11 Leading 213
- 12 Planning and designing 231
- 13 Routinizing 247
- 14 Branding 263
- 15 Managing communication 279
- 16 Mentoring 295
- 17 Counseling 313
- 18 Developing organizations 335
- 19 Accounting 355
-
Part III: Contexts of management communication
- 20 Managing communication in multilingual workplaces 373
- 21 Exploring and analyzing linguistic environments 389
- 22 Managing high reliability organizations 409
- 23 Building communities 427
- 24 Managing CSR Communication 443
- 25 Rating social and environmental performances 459
- 26 Managing in hospitals 477
- 27 Crowdsourcing 493
- 28 Managing and being managed by emotions 511
- 29 Changing through communication 529
- About the contributors 549
- Index 559
