In Praise of Shadows: Exploring the hidden (responsibility) curriculum

IF 2.8 3区管理学 Q2 MANAGEMENT

Management Learning Pub Date : 2023-05-13 DOI:10.1177/13505076231171371

T. Wall, M. Blasco, S. Nkomo, M. Racz, M. Mandiola

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引用次数: 0

Abstract

We frame this special issue on the hidden responsibility curriculum through the lens of Jun’ichirō Tanizaki’s 1933 essay, In Praise of Shadows, which recognises the subtlety, modesty and dignity of shadows that are highly prized in Japanese culture. We do this to embody the themes both present and absent from the seven articles in this special issue. The articles share flecks and flickers, suggesting that (1) salient things happen in the shadows when it comes to responsibility learning – for better or worse, (2) students can play a role in illuminating and challenging the shadow sides of learning environments and (3) discernible symbols provide navigational possibilities in the shadows. Our tribute to Tanizaki reflects both the involuntary absence, in our Special Issue, of contributions beyond dominant White, Northern European perspectives and the lack of methodological apparatus that can effectively capture the implicit, shadow side of educational life – and life beyond – that evades conventional academic approaches. We also share reflections from the shadows of our own curation of this special issue, as an invite to shine a light on how curational ecosystems might be reimagined.

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《赞美阴影》:隐性(责任)课程的探索

我们通过谷崎淳一在1933年发表的文章《赞美阴影》来构建这期关于隐藏责任课程的特刊，这篇文章认识到阴影的微妙、谦逊和尊严，这在日本文化中是非常珍贵的。我们这样做是为了体现本期特刊七篇文章中既有的主题，也没有的主题。这些文章分享了点点闪光点，表明(1)当涉及到责任学习时，显著的事情发生在阴影中——无论好坏;(2)学生可以在照亮和挑战学习环境的阴影方面发挥作用;(3)可识别的符号提供了在阴影中导航的可能性。在我们的特刊中，我们对谷崎的致敬既反映了一种无意识的缺失，即在白人、北欧主流视角之外的贡献，也反映了一种方法论的缺失，这种方法论的缺失可以有效地捕捉到教育生活中隐含的、阴暗的一面——以及超越传统学术方法的生活。我们还分享了我们自己在本期特刊中策展的影子，作为对如何重新构想策展生态系统的一种邀请。

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-

CiteScore

6.10

自引率

29.20%

发文量

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