什么时候工具“先咬人”:用于反思的工具(不)如何提供反思和知识创造

IF 2 4区 管理学 Q3 MANAGEMENT
Christian Gärtner
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引用次数: 0

摘要

这篇论文描述了我们对反思和知识发展的理解是如何变化的,如果我们放弃普遍的假设,即工具等对象只是“反击”(Schön)或“反击”(Engeström &当人类使用它们时。通过利用可见性的概念,本文提供了工具如何“咬人优先”的解释,这意味着它们的物质性在前反思中提供了某些思维和行为模式以及情感状态,而其他模式则不太可能。我的12个月行动人种志基本上提供了三个见解。首先,我的发现表明,提供灵活性、复杂性、具体化参与和幸福感的工具的物质性更有可能被制定为“促进反射”,这是一种导致知识创造的反射。其次,如果一个工具的物质性提供了较少的灵活性,一个实体的焦点,分离的互动,和挫折,“对立反射”是制定的,第二种类型的反射不会导致知识的创造。由于只有“促进性反思”才能导致知识创造,基于能力的反思工具解释也挑战了反思导致知识创造的普遍观点。第三,我对工具的物质性、分解和相关的情感状态之间的关系提供了一些新的见解。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
When tools ‘bite first’: How tools-for-reflection (do not) afford reflection and knowledge creation

The paper delineates how our understanding of reflection and knowledge development changes, if we drop the widespread assumption that objects such as tools merely ‘talk back’ (Schön) or ‘bite back’ (Engeström & Blackler) when humans use them. By drawing on the notion of affordances, the paper provides an account of how tools ‘bite first’, which means that their materiality pre-reflectively affords certain patterns of thinking and acting as well as affective states while others are less likely. My 12-month action ethnography basically offers three insights. First, my findings indicate that a tool’s materiality which affords flexibility, complexity, embodied engagement, and happiness is more likely enacted as ‘facilitative reflection’, a type of reflection that results in knowledge creation. Second, if a tool’s materiality affords less flexibility, an entity-focus, detached interaction, and frustration, ‘oppositional reflection’ is enacted, a second type of reflection that does not result in knowledge creation. Since only ‘facilitative reflection’ results in knowledge creation, the affordances-based account of tools-for-reflection also challenges the widespread argument that reflection leads to knowledge creation. Third, I offer some fresh insights into the relation between a tool’s materiality, breakdowns, and associated affective states.

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来源期刊
CiteScore
4.00
自引率
10.00%
发文量
36
审稿时长
71 days
期刊介绍: The Scandinavian Journal of Management (SJM) provides an international forum for innovative and carefully crafted research on different aspects of management. We promote dialogue and new thinking around theory and practice, based on conceptual creativity, reasoned reflexivity and contextual awareness. We have a passion for empirical inquiry. We promote constructive dialogue among researchers as well as between researchers and practitioners. We encourage new approaches to the study of management and we aim to foster new thinking around management theory and practice. We publish original empirical and theoretical material, which contributes to understanding management in private and public organizations. Full-length articles and book reviews form the core of the journal, but focused discussion-type texts (around 3.000-5.000 words), empirically or theoretically oriented, can also be considered for publication. The Scandinavian Journal of Management is open to different research approaches in terms of methodology and epistemology. We are open to different fields of management application, but narrow technical discussions relevant only to specific sub-fields will not be given priority.
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