Discourse and Dialogic Organization Development

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Marshak, Robert J.
Grant, David S.
Floris, Maurizio
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G.R. Bushe and R.J. Marshak

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2015
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Abstract

Chapter 3 described how recent developments in philosophy and social science are changing our view of the world from something given, to be apprehended, to something constructed through social interaction. These new ways of thinking have obvious consequences for how one thinks about organizations and change. This chapter discusses how these changes are showing up in scholarly research on organizations and organizational change and their implications for Dialogic Organization Development. It begins with a brief history of the way in which an “interpretive orientation” emerged in management theory. Much of this work has come under the label of “discourse studies.” The following section addresses how scholars define words like discourse, text, and narrative—often in ways that mean something different from how those words are used in everyday conversation. Understanding these different meanings is useful to understanding the insights that academics are providing into how organizations are managed and changed. In the final section a series of discursive premises and their implications are provided for the Dialogic OD practitioner.

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Dialogic Organization Development: The Theory and Practice of Transformational Change

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Organisational Planning and Management

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