23 Building communities
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Shiv Ganesh
Abstract
Power relations are impossible to suspend in community building; consequently, such efforts are always dialectical, tension-laden and ongoing. In this chapter we outline a set of four communicative tensions that help animate and position community organizing as praxis, each of which implicates power relations differently. These are: local versus global domains, reformatory versus revolutionary change, persuasive versus coercive means, and immanent versus external loci of control. We expand on these tensions before turning our attention to community building as philosophy and praxis. Our effort here is to highlight the work of the culture-centered approach to change in yoking together theory, method and efforts at social change and community-building. We do so by highlighting two efforts at community building, each of which foregrounds the four tensions articulated earlier, in different ways. The first case describes anti-poverty organizing in Singapore, and the second illustrates indigenous resistance in Aotearoa New Zealand. In concluding we discuss the implications of community building as praxis.
Abstract
Power relations are impossible to suspend in community building; consequently, such efforts are always dialectical, tension-laden and ongoing. In this chapter we outline a set of four communicative tensions that help animate and position community organizing as praxis, each of which implicates power relations differently. These are: local versus global domains, reformatory versus revolutionary change, persuasive versus coercive means, and immanent versus external loci of control. We expand on these tensions before turning our attention to community building as philosophy and praxis. Our effort here is to highlight the work of the culture-centered approach to change in yoking together theory, method and efforts at social change and community-building. We do so by highlighting two efforts at community building, each of which foregrounds the four tensions articulated earlier, in different ways. The first case describes anti-poverty organizing in Singapore, and the second illustrates indigenous resistance in Aotearoa New Zealand. In concluding we discuss the implications of community building as praxis.
Kapitel in diesem Buch
- 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
Kapitel in diesem Buch
- 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
