Lived rhythms as a ground for togetherness and learning in hybrid workspace

IF 2.8 3区 管理学 Q2 MANAGEMENT
H. Vesala
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Abstract

Using Maurice Merleau-Ponty’s theory of the flesh as rhythm, this article examines how lived dynamics between embodiment and space construct distinct modes of togetherness and learning in working life. Workspaces are becoming increasingly hybrid collections of various physical and virtual spaces. Contemporary workspace ideals embrace openness and a collective ‘buzz’, but this can also be disorientating. This article examines how different spaces could be combined to create spatial rhythms that balance collective working and learning with more silent types of understanding and reflexivity. The article suggests that we need both intimate and open spaces, as well as transitional spaces in between, to nurture learning and togetherness. First, spatial withdrawal can help people to connect with their earlier work history and dreams, sustaining openness of perception. Second, rhythmic movements between different spaces create a transitional experience of different worlds overlapping and a fertile condition for immediate communities. The article suggests that both approaches to space can assist in opening personal registers that are often suppressed: imagination and lived past. This article illuminates how reflexively created hybrid spaces can support personal grounding, spur learning opportunities and actualise novel modes of being together.
生活节奏作为混合工作空间中团聚和学习的基础
本文运用莫里斯·梅洛·庞蒂的肉体作为节奏的理论,考察了化身和空间之间的生活动态如何在工作生活中构建不同的团结和学习模式。工作空间正日益成为各种物理空间和虚拟空间的混合集合。当代工作空间的理想包括开放性和集体的“嗡嗡声”,但这也可能会让人迷失方向。这篇文章探讨了如何将不同的空间结合起来,创造出空间节奏,在集体工作和学习与更沉默的理解和反思之间取得平衡。文章建议,我们需要亲密和开放的空间,以及两者之间的过渡空间,来培养学习和团结。首先,空间退缩可以帮助人们与早期的工作史和梦想联系起来,保持感知的开放性。其次,不同空间之间的节奏运动创造了不同世界重叠的过渡体验,并为直接社区创造了肥沃的条件。这篇文章认为,这两种空间方法都有助于打开经常被压抑的个人记录:想象力和生活的过去。本文阐述了反射性创造的混合空间如何支持个人基础,激发学习机会,并实现新的相处模式。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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来源期刊
Management Learning
Management Learning MANAGEMENT-
CiteScore
6.10
自引率
29.20%
发文量
42
期刊介绍: The nature of management learning - the nature of individual and organizational learning, and the relationships between them; "learning" organizations; learning from the past and for the future; the changing nature of management, of organizations, and of learning The process of learning - learning methods and techniques; processes of thinking; experience and learning; perception and reasoning; agendas of management learning Learning and outcomes - the nature of managerial knowledge, thinking, learning and action; ethics values and skills; expertise; competence; personal and organizational change
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