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Silences, perinatal loss, and polyphony: A post‐modern perspective

Mary Ann Hazen (College of Business Administration, University of Detroit Mercy, Detroit, Michigan, USA)

Journal of Organizational Change Management

ISSN: 0953-4814

Article publication date: 1 March 2006

1618

Abstract

Purpose

The purpose of this paper is to examine the silences and silencing in the workplace and elsewhere related to women's experiences of perinatal loss.

Design/methodology/approach

Qualitative data from in‐depth interviews with 13 women who experienced perinatal losses between 1965 and 1999 are interpreted using Foucault's concepts of power/knowledge as pervasive in social relationships.

Findings

Women who experienced perinatal loss were physically divided from others in hospitals. Hospital practices changed over time. Knowledge about perinatal loss has been scientifically classified in medicine, psychology, and related fields. This knowledge has changed between 1965 and 1999. Perinatal loss is rarely mentioned in organizational and professional literatures outside of health care. In addition to experiencing silencing from others, women silenced themselves about their perinatal losses.

Research limitations/implications

Data were collected from interviews with women from the Great Lakes region of the USA. Further research should include a greater number of parents from a wider geographic area.

Practical implications

Dividing practices and silences collect a toll in depression, severed relationships, derailed careers, and missed opportunities for development. As people begin to speak with one another about perinatal loss, their voices contribute to a fully human work community and polyphonic organizations.

Originality/value

This paper makes a contribution to knowledge about perinatal loss and its impact on women's careers and grief in the workplace from a postmodern perspective.

Keywords

Citation

Hazen, M.A. (2006), "Silences, perinatal loss, and polyphony: A post‐modern perspective", Journal of Organizational Change Management, Vol. 19 No. 2, pp. 237-249. https://doi.org/10.1108/09534810610648933

Publisher

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Emerald Group Publishing Limited

Copyright © 2006, Emerald Group Publishing Limited

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