The fallacies of non-agility: Approaching organizational agility through a dialectical practice perspective

Complexity, paradox, tension, and contradiction are increasingly seen as permeating all aspects of organizational life. Yet despite ongoing advancement, both our understanding of the nature of complexity and how to use this increased appreciation of it in practice are still developing. In this spirit, this article considers organizational agility and how to achieve it. Here, current discussions of organizational agility have failed to sufficiently address the fundamental tensions inherent in learning stemming from conflicting goals and incentives, evident in an ongoing discussion of theory-informed approaches for bringing about organizational agility. In this article, we claim that incorporating a dialectical perspective of learning would provide a means of understanding the successes and failures of practices aimed at bringing about agility. We consider the maligned dialectic, four fallacious ways of thinking that hinder agility, and the extent to which these can be overcome. As evidence, we present a case of Agile implementation in which one of the authors acted as a consultant and involving a large-scale social change. Considering this from a dialectical perspective, we discuss ways that dysfunction in achieving agility might be reduced through disruptive interventions, such as Agile.

Learning from difference and similarity: Identities and relational reflexive learning

Within organizations there is reciprocal interplay between identity construction and learning. Processes of learning are enabled and constrained by identity practices; concomitantly, the possibilities for learning are shaped by the identity positions available to individuals. There is a dynamic between the impositions of organizations and people’s freedom to shape their identities and learning plays a crucial role in this. Our purpose in this special issue is to contribute to the understanding of the intersection of identity work and learning as a response to experiences of being different. Experiences of difference include moving into a new role, encountering a disjuncture with others while in a role or a difference in broader life which is reacted to as if it were a problem in an organizational setting. Being different produces a variety of challenges and the papers in this special issue trace how people cope with vulnerabilities, develop resilience and often collaborate in their learning. We focus on how people reflect on their own identity and learn and how, by learning together with people who have similar experiences, micro-communities can support, develop and enhance their insight and identity-positions.

After the Pain: Reflexive Practice, Emotion Work and Learning

We consider how reflexive practices can enable learning from negative emotional experiences. We study these experiences in academic organizations through a relationally reflexive autoethnographic method. Our findings contribute to theory in three ways. First, we show how learning involves practices with different modalities of emotion work and reflexive orientations that internalize or externalize the effects of this work. Second, the subsequent characterization of emotionally responsive reflexive practices shows how isolation and a sense of inadequacy can be avoided and, third, leads to a process model that shows how learning is potentiated in a supportive social context that accommodates emotional vulnerability.

Mindful reflexivity: Unpacking the process of transformative learning in mindfulness and discernment

Can spiritual practice encourage transformative learning? In this article, we unpack how spiritual practices from the Buddhist tradition—mindfulness—and the Quaker tradition—discernment—encourage the attainment of moral reflexivity and the capacity to transform self in individual and relational organizational contexts, respectively. We also show how moral reflexivity and self-transformation are mutually reinforcing and promote a transformational cycle of management learning. We propose that “mindful reflexivity”, a foundational model of spiritually informed moral reflexivity, can contribute to new ways of management learning through its context sensitivity and ethical orientation to foster the kinds of reflexivity needed for responsible management. Our article concludes with implications for management learning theory and practice, and we offer pathways for future research.

Applied tensional analysis: Engaging practitioners and the constitutive shift

This article introduces applied tensional analysis as a methodological framework that integrates constitutive ontologies (that depict organizations as processes in constant states of emerging or becoming) with the applied need for practitioners to understand and navigate the everyday exigencies of their organizational experiences. Applied tensional analysis centers analysis on tensions as the key to understanding organizational becoming in contrast to approaches that assume organizations are stable entities and consequently focus on patterns, themes, or laws. The applied tensional analysis framework offers four analytical foci (context, tensions, enacted responses, and repertoires) organized into two loops (analytical and change) as guides for data collection and analysis. While the analytical loop orients scholars to the current and past configurations of an organization’s emergence, the change loop emphasizes the multitude of available responses to a particular tension and the constitutive implications of those responses for organizational becoming. As a new methodological approach, applied tensional analysis suggests that organizational knowledge requires more than awareness of what an organization is and includes awareness of organizational potential and what an organization might become.

Working With Differences in Everyday Interactions through Anticipational Fluidity: A Hermeneutic Perspective

This paper sheds light on an issue we all face, how to work with differences encountered in our everyday interactions with each other when the outcome of the exchange is not simply up to us. Our contribution lies in proposing the notion of anticipational fluidity, of finding ways of relating and responding to others as we orient ourselves to each other and to what might happen next within the moment of conversation. Situated in a hermeneutic lens that highlights the interplay of interpretations in unfolding responsive moments, we integrate the work of Shotter and Ricoeur with our interpretation of empirical texts generated from an ethnographic inquiry of academic/practitioner collaboration. We suggest that anticipational fluidity encompasses open work, difference-making and tentative intentionality, and elaborate these sensitizing resources by putting readers within unfolding moments of a meeting where differences are addressed.

Organizational members as storywriters: on organizing practices of reflexivity

Purpose

The purpose of this paper is to describe how organizational members became storywriters of an important process of organizational change. Writing became a practice designed to create a space, a time and a methodology with which to author the process of change and create a learning context. The written stories produced both the subjectivity of practical authors and reflexively created the con/text for their reproduction.

Design/methodology/approach

A storywriting workshop inspired by a processual and participatory practice-based approach to learning and knowing was held in a research organization undergoing privatization. For six months, 31 organizational members, divided into two groups, participated in writing one story per week for six weeks. The written story had to refer to a fact that had occurred in the previous week, thus prompting reflection on the ongoing organizational life and giving a situated meaning to the change process.

Findings

Storywriting is first and foremost a social practice of wayfinding, that is of knowing as one goes. Writing proved to be an effective practice that involved the authors, their narratives and the audiences in a shared experience where all these practice elements became connected and through their connection acquired agency.

Originality/value

Narrative knowledge has been studied mainly in storytelling, while storywriting by organizational members has received less attention. This paper explores storywriting both as a situated, relational and material practice and as the process that produces narratives which can be considered for their content and their style.

A pedagogical framework for facilitating parents' learning in nurse-parent partnership

Nursing work increasingly demands forms of expertise that complement specialist knowledge. In child and family nursing, this need arises when nurses work in partnership with parents of young children at risk. Partnership means working with parents in respectful, negotiated and empowering ways. Existing partnership literature emphasises communicative and relational skills, but this paper focuses on nurses' capacities to facilitate parents' learning. Referring to data from home visiting, day-stay and specialist toddler clinic services in Sydney, a pedagogical framework is presented. Analysis shows how nurses notice aspects of children, parents and parent-child interactions as a catalyst for building on parents' strengths, enhancing guided chance or challenging unhelpful constructs. Prior research shows the latter can be a sticking point in partnership, but this paper reveals diverse ways in which challenges are folded into learning process that position parents as agents of positive change. Noticing is dependent on embodied and communicative expertise, conceptualised in terms of sensory and reported channels. The framework offers a new view of partnership as mind-expanding for the parent and specifies the nurse's role in facilitating this process.

(Engaging or Avoiding) Change Through Reflexive Practices

In this article, we explore the ways in which individuals deploy reflexive practices in order to avoid or engage with a call to change either oneself or the social context. We begin by developing a categorization of the modes of reflexive practice associated with avoidance or engagement. We go on to develop—through a relationally reflexive research process—three contributions that build on this. First, we build an understanding of what a repertoire of reflexive practices may include, and “what is going on” in such reflexive practices. Second, we explain how reflexive practices can be mobilizing, thereby enabling shifts between avoidance and engagement modes, or fix action within a single mode. Third, we develop an understanding of the ways in which emotions and relationships influence how reflexive practices of either kind are deployed.

Decolonising management knowledge: A reflexive journey as practitioner and researcher in Uganda

In the past decade, much research has critically addressed the Westocentric character of management knowledge, highlighting its role in the reproduction of global and historical inequalities and power asymmetries between the west (especially Anglo-American contexts) and the rest of the world. Many of these revealing critiques have predominantly taken a theoretical orientation. This article addresses this gap, focusing on the search for methodologies and research practices sensitive to these critiques and committed to supporting efforts to decolonise management knowledge. More precisely, on the basis of my empirical work in Uganda as an organisation development advisor and researcher, this research illustrates and reflects on the challenges I faced in the field and how I addressed them in my effort to decolonise my methodological approach. In this sense, this article provides an empirically-grounded example of how it is possible to take into account sensitivities coming from postcolonialism, critical management and critical development studies, intellectual streams usually known for their alleged distance from research practice and practical action.

Exploring the practice of patient centered care: The role of ethnography and reflexivity

Patient centered care (PCC) is an essential dimension of healthcare systems' mission worldwide and is recognized as an important condition for ensuring the quality of care. Nonetheless, it is also acknowledged that various care providers perceive patient centeredness differently and that there remain several unanswered questions about the aspects of healthcare delivery that are linked to an actual achievement of PCC. In the paper, we categorize the current research on PCC into two streams ("dyadic" and "organizational") and we discuss the strengths and weaknesses of each. Despite their important contributions to healthcare services research, these approaches to PCC do not fully capture the network of practices and relationships constituting patients and providers' experiences within healthcare contexts. Therefore, we propose an alternative interpretation of PCC that integrates insights from "practice theories" and emphasizes the negotiated and local nature of patient centeredness, which is accomplished through the engagement of providers and patients in everyday care practices. To develop such interpretation, we propose a research approach combining ethnographic and reflexive methods. Ethnography can help achieve more nuanced descriptions of what PCC truly encapsulates in the care process by drawing attention to the social and material reality of healthcare contexts. Reflexivity can help disentangle and bring to surface the tacit knowledge spread in everyday care practices and transform it into actionable knowledge, a type of knowledge that may support services improvement toward PCC. We anticipate that such improvement is far from straightforward: an actual achievement of PCC may challenge the interests of different stakeholders and unsettle consolidated habits, hierarchies and power dynamics. This unsettlement, however, can also serve as a necessary condition for engaging in a participative process of internal development. We discuss the outcomes, limitations and benefits of our approach through a hospital case study.