{"title":"Complex Thought, Simple Talk","authors":"J. Shotter, H. Tsoukas","doi":"10.1093/oso/9780198794547.003.0003","DOIUrl":"https://doi.org/10.1093/oso/9780198794547.003.0003","url":null,"abstract":"It is argued that to understand change in organizations better, we need to move away from a mechanistic imagery to embrace an ecological imagery, inspired by complexity thinking. An ecological imagery better reflects our common experience of change in organizations, especially if due attention is given to language. Drawing on Bakhtin and Wittgenstein, this chapter pays particular attention to dialogicality as a process of bringing about change from “within.” It describes the importance of moments of common reference created between interlocutors, which join individuals as co-participants in a situation and give their interactions a common orientation. Put simply, co-participants in a dialogue form both transitory understandings of where the discussion has got to so far and certain anticipations as to where it might go next. The change that may be brought about though re-orientation by simple, ordinary language is illustrated with a dialogue between a researcher and an IT manager.","PeriodicalId":280064,"journal":{"name":"Philosophical Organization Theory","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-12-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125793559","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"The Power of the Particular","authors":"H. Tsoukas","doi":"10.1093/OSO/9780198794547.003.0015","DOIUrl":"https://doi.org/10.1093/OSO/9780198794547.003.0015","url":null,"abstract":"This chapter elaborates on how singularities (unique, first-time/once-occurrent events) may be thought of in organization science, and how an organization science of singularities may be possible. Organizations are designed to generate regularities. Historically oriented towards capturing regularities, organization science has treated organizations as abstract systems, devoid of the idiosyncrasies of human agency. However, while organizations categorize and generalize, insofar as people in organizations act, they inevitably create and encounter differences. Difference indicates uniqueness implicit in the particularity of things, and the repetitiveness of regularities in organizations does not indicate the reproduction of sameness, since repetition is an occasion for generating difference. An organization science of singularities is concerned with bringing to attention the unique features of organizational life that create new possibilities. Such a science is performative, seeking to provide action-oriented accounts of organizational life from within.","PeriodicalId":280064,"journal":{"name":"Philosophical Organization Theory","volume":"29 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-12-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134634372","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Theory as Therapy","authors":"H. Tsoukas","doi":"10.1093/OSO/9780198794547.003.0011","DOIUrl":"https://doi.org/10.1093/OSO/9780198794547.003.0011","url":null,"abstract":"This chapter argues that a representationalist view of theory in an applied or practical science, such as Organization and Management Theory (OMT), is unrealistic and misleading, since it fails to acknowledge theory’s ineradicable dependence on the dynamics of the lifeworld within which it has its “currency.” It explores some of the difficulties raised by the use of representational theorizing in OMT, and the nature of a more reflective form of theorizing. Reflective theorizing invites practitioners to attend to the grammar of their actions, namely to the rules and meanings that actors draw upon in their participation in social practices. It works to draw their attention to aspects of people’s interactions in organizations not usually noticed; to bring to awareness unconscious habits, confusions, prejudices, and pictures that hold practitioners captive. This view of theory—as perceptually reorienting rather than as cognitively explaining—is illustrated by looking at Karl Weick’s sensemaking theory.","PeriodicalId":280064,"journal":{"name":"Philosophical Organization Theory","volume":"201 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-12-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116164622","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Practice Theory","authors":"H. Tsoukas","doi":"10.1093/oso/9780198794547.003.0013","DOIUrl":"https://doi.org/10.1093/oso/9780198794547.003.0013","url":null,"abstract":"The purpose of this chapter is to articulate the philosophical underpinnings of the perspective commonly known as “practice theory.” The latter originates and has grown out from the long-standing philosophical critique of the logic of scientific rationality, which underlies a large majority of theories within organization and management theory, and social science more generally. Practice theory aims to capture the basic understandings manifested in how actors and materials are entwined in a relational whole over time. Seeing actors as embedded in practices orients researchers to explore how actors follow rules and handle their experiences in enacting the practices they partake in. This chapter explores the philosophical underpinnings of practice theory, with a particular focus on Wittgenstein and Heidegger, and distinguishes three approaches to the study of practice: commonsensical theories, general theories, and domain-specific theories.","PeriodicalId":280064,"journal":{"name":"Philosophical Organization Theory","volume":"26 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-12-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132552685","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Understanding the (Re)creation of Routines from Within","authors":"H. Tsoukas","doi":"10.1093/OSO/9780198794547.003.0002","DOIUrl":"https://doi.org/10.1093/OSO/9780198794547.003.0002","url":null,"abstract":"This chapter addresses the question of how routines are created and recreated from within, and proposes a process model focusing on the internal dynamics of routines. In particular, by unpacking the performative and ostensive aspects of routines, it grounds endogenous explanations of routine creation and recreation to the situated understandings and actions of mutually susceptible participants. Mead’s concept of role taking helps to account for the fitting together of individual lines of action (performative) and the sharing of participants’ schemata (included in the ostensive) as mutually constituted processes that occur as participants develop distinct selves in the context of a joint activity. Moreover, the content and structure of the ostensive aspect is accounted for, and a conceptualization is proposed that does justice to it as a singular structural construct and allows for its multiplicity.","PeriodicalId":280064,"journal":{"name":"Philosophical Organization Theory","volume":"41 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-12-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126671675","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"In Search of Phronesis","authors":"H. Tsoukas","doi":"10.1093/OSO/9780198794547.003.0008","DOIUrl":"https://doi.org/10.1093/OSO/9780198794547.003.0008","url":null,"abstract":"This chapter explores the process through which people in organizations, especially those in leadership positions, arrive at judgment. The rationalist orientation of the (somewhat limited) literature on judgment in management studies prevents us (scholars and practitioners alike) from properly grasping important features of the hermeneutical-developmental process involved in coming to a judgment. In particular, the role of emotions, moral agency, and language use, and, especially, the selective and integrative nature of perceptual processes are too easily ignored. This chapter makes the case for a particular notion of judgment understood as Aristotelian “phronesis” (practical wisdom). Phronetic leaders are people who, in their search for a way out of their difficulties, have developed a refined capacity to intuitively grasp salient features of ambiguous situations and to constitute a “landscape” of possible paths of response. This chapter sheds light on how this is accomplished, by drawing on neo-Aristotelian, phenomenological, and Wittgensteinian philosophy.","PeriodicalId":280064,"journal":{"name":"Philosophical Organization Theory","volume":"358 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-12-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115878494","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Strategic Decision Making and Knowledge","authors":"H. Tsoukas","doi":"10.1093/oso/9780198794547.003.0005","DOIUrl":"https://doi.org/10.1093/oso/9780198794547.003.0005","url":null,"abstract":"Organizations undertake action even in the absence of decisions, and make decisions without necessarily following them through with actions. An outcome that may appear to an observer to be the product of a sequence of decisions, may not be so if approached from the perspective of the actor. How is that possible? A Heideggerian perspective enables us to accommodate most currently available theories of decision making into a new ontology. A lot of what ordinarily passes for “decision making” is nothing else but either practical coping or deliberate coping, both occurring in the midst of action, and a great deal of action routinely undertaken in organizations consists of either spontaneous responses to the circumstances at hand, or deliberate choices often made in an analogical manner. These points are illustrated with the Abu Ghraib prison scandal that was revealed by the award-winning journalist Seymour Hersh in 2004.","PeriodicalId":280064,"journal":{"name":"Philosophical Organization Theory","volume":"160 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-12-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114579444","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
H. Tsoukas, Damon Golsorkhi, Linda Rouleau, D. Seidl, E. Vaara
{"title":"Making Strategy","authors":"H. Tsoukas, Damon Golsorkhi, Linda Rouleau, D. Seidl, E. Vaara","doi":"10.1093/OSO/9780198794547.003.0004","DOIUrl":"https://doi.org/10.1093/OSO/9780198794547.003.0004","url":null,"abstract":"This chapter argues that to appreciate what strategy-as-practice (SAP) has to offer strategy researchers, and to fully realize its potential, it needs to be grounded on an onto-epistemology that acknowledges the various ways through which strategies qua practices may develop, as well as the various modes of intentionality and language use that, crucially, underlie strategy-making. A fully developed Heideggerian onto-epistemological framework provides a coherent way for different types of strategy-making to be researched from a practice perspective. A Heideggerian lens on SAP first brings intentionality under scrutiny and shows how it is constructed in strategizing episodes through practitioners drawing upon particular sociomaterial practices. Secondly, it shows the “inherited background” from which practitioners engage in coherent practical coping, and explores how aspects of this “inherited background” are brought to explicit awareness in the face of breakdowns.","PeriodicalId":280064,"journal":{"name":"Philosophical Organization Theory","volume":"15 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-12-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121377861","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"What is Reflection-in-Action?","authors":"H. Tsoukas","doi":"10.1093/oso/9780198794547.003.0007","DOIUrl":"https://doi.org/10.1093/oso/9780198794547.003.0007","url":null,"abstract":"How does an administrator, manager, or other practitioner know how to do what she does while she does it? Building on the work of Donald Schön, this chapter proposes a phenomenological theory of practice and of reflection-in-the-course-of-practice that transcends what is seen as Schön’s cognitive orientation, as well as some other limitations in his theorizing. The theory includes: an appreciation for the evaluative dimensions built into competent practice that encourage, if not require, reflecting; a further theorizing of the character of surprise; and a fuller delineation of the character of improvisation in relation to practice and its surprises. Schön’s arguments are reframed in phenomenological, especially Heideggerian, terms, and these discussions are illustrated with vignettes from the world of practice drawn from field research.","PeriodicalId":280064,"journal":{"name":"Philosophical Organization Theory","volume":"48 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-12-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134638103","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Grasping the Logic of Practice","authors":"H. Tsoukas","doi":"10.1093/oso/9780198794547.003.0012","DOIUrl":"https://doi.org/10.1093/oso/9780198794547.003.0012","url":null,"abstract":"There is an increasing concern that organizational theories are not relevant to practice. This chapter contends that the overall problem is that most organizational theories are unable to capture the logic of practice because they are developed within the framework of scientific rationality. The latter, along with the accompanying representational view of theory, are grounded on an entity-based ontology that foregrounds the subject-object separation. Drawing on Heidegger and his interpreters, existential ontology is suggested as an alternative, which is spacious enough to allow that a practice world shows up to beings who are absorbed in it, and that human beings can engage with the practice world in variously detached ways, through which its components appear to them. Accordingly, practical rationality is elaborated as an alternative framework, and shown to enable development of theories that grasp the logic of practice, and thus are more relevant to organizational practice.","PeriodicalId":280064,"journal":{"name":"Philosophical Organization Theory","volume":"30 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-12-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132138491","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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