3 Deciding
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Theresa Castor
Abstract
This chapter advances the conceptualization of deciding as social practice by proposing a metamodel of deciding as the discursive interplay of action, agency, and accountability. To illustrate this dynamic, data from two crisis related organizational interactions are analyzed: Hurricane Katrina Emergency management teleconference calls; and New York state Governor Cuomo COVID-19 pandemic press briefings. As a discursive practice, deciding is described as being constituted through three performative and overlapping contexts: the immediate context of utterances; a metapragmatic vocabulary; and, metaconversations. This re-conceptualization and case studies highlight the relational nature of deciding as social activity that cuts across time and place(s) and is inclusive of human and nonhuman participants. The chapter begins with a historical overview of theoretical conceptualizations of decision- making as rational and individual, proceeds to focus on discursive approaches to deciding, explains the action-agency-accountability deciding framework, and concludes with an illustrative analysis of two crisis cases.
Abstract
This chapter advances the conceptualization of deciding as social practice by proposing a metamodel of deciding as the discursive interplay of action, agency, and accountability. To illustrate this dynamic, data from two crisis related organizational interactions are analyzed: Hurricane Katrina Emergency management teleconference calls; and New York state Governor Cuomo COVID-19 pandemic press briefings. As a discursive practice, deciding is described as being constituted through three performative and overlapping contexts: the immediate context of utterances; a metapragmatic vocabulary; and, metaconversations. This re-conceptualization and case studies highlight the relational nature of deciding as social activity that cuts across time and place(s) and is inclusive of human and nonhuman participants. The chapter begins with a historical overview of theoretical conceptualizations of decision- making as rational and individual, proceeds to focus on discursive approaches to deciding, explains the action-agency-accountability deciding framework, and concludes with an illustrative analysis of two crisis cases.
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
