This essay represents a dialogue between the two co‐authors about the role of intersubjectivity in their respective fields of research‐intergroup dialogue and communication at the…
Abstract
This essay represents a dialogue between the two co‐authors about the role of intersubjectivity in their respective fields of research‐intergroup dialogue and communication at the end of life. Using dialogue and intersubjectivity as both the topic and the method of their inquiry, the authors work together to articulate the nature of intersubjective moments in interview research, the relationship between dialogue and intersubjectivity, the conditions under which they experienced it, and what such moments bring to the process and products of research grounded in participation. Engaging the concept of dialogue as praxis, the essay attempts to capture and illustrate dialogic engagement.
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“Hurricanes” is an autoethnographic narrative account of conversations between a husband and wife in the weeks leading up to their separation. The primary theme explored in the…
Abstract
“Hurricanes” is an autoethnographic narrative account of conversations between a husband and wife in the weeks leading up to their separation. The primary theme explored in the narrative is the cyclic nature of relational communication and the patterns that emerged during this couple's conflict about their marriage. The narrative provides a detailed description of the couple's conversations and emotions as they attempt to define and make sense of their relationship. In its conclusion, the chapter discusses the writing process and frames the narrative within a broader context of relational research.
This article takes stock of the current promises and problems of postmodern-informed interactionism. It points out that postmodern interactionism may go the way of…
Abstract
This article takes stock of the current promises and problems of postmodern-informed interactionism. It points out that postmodern interactionism may go the way of ethnomethodology unless it is more reflexive about its practices. The article examines the present trends in postmodern informed interactionism, then speculates about future paths for it, by creative various analytic categories for postmodern interactionisms. Present trends include personal ethnographies, subdivided into autoethnographies, polyphonies, and impressionistic stories. Other present trends are cooperative ethnographies, performances, and power/knowledge ethnographies. Future paths are divided into the building block approach, the blending approach, the empathetic approach, and the divisive approach. The article summarizes the pros and cons of postmodernism for interactionists. The author notices that postmodern interactionism lacks clear criteria of evaluation and points to the possible courses to follow to rectify the problem.
Jonathan Miller-Lane, Elissa Denton and Andrew May
Nearly twenty years ago, Kelly (1986) forcefully argued that teachers had a responsibility to disclose their positions on controversial issues during discussion. Yet, while…
Abstract
Nearly twenty years ago, Kelly (1986) forcefully argued that teachers had a responsibility to disclose their positions on controversial issues during discussion. Yet, while thoroughly grounded in theory, Kelly did not include classroom teachers’ responses in his call for teacher disclosure. This paper reports the responses to Kelly’s call for teacher disclosure from twelve secondary (grades 7-12) social studies teachers in a rural county located in a northeastern state. Analysis of interview transcripts revealed that teachers generally rejected disclosure of their position in favor of the role of an impartial facilitator for two primary reasons. First, teachers felt there was no guarantee that the tolerant environment they were trying to create in their classrooms would be present in the larger community. As a result, nine of the twelve teachers, in fear of a community backlash, rejected disclosure. Second, teachers preferred to disclose their commitment to a set of transcendent values such as tolerance, justice, and equality rather than disclose a point of view on a controversial issue. Fostering such values was seen by the teachers in this study to be more important than disclosure and could better be done by assuming the stance of neutral impartiality despite the acknowledgment that the stance was problematic. Implications and suggestions for future research are considered.
This paper aims to define the employee experience as a concept, give an overview of how employers are using it as an engagement approach and discuss two examples of how leading…
Abstract
Purpose
This paper aims to define the employee experience as a concept, give an overview of how employers are using it as an engagement approach and discuss two examples of how leading organizations are leveraging more advanced applications of the employee experience to drive better engagement outcomes.
Design/methodology/approach
In 2019, APQC surveyed 231 HR professionals responsible for the engagement strategy at organizations with more than 1,000 employees and greater than US$500m in revenue. The survey results represent employers from 30 industries and 34 headquarters countries.
Findings
Most employers have made the employee experience part of their employee engagement strategy. Employers reporting the best outcomes from their engagement strategy are significantly more likely to train leaders, managers and HR on the employee experience concept and leverage critical elements from the employee experience design methodology.
Originality/value
This paper explains the reasons for the growing popularity of the employee experience, discusses its potential as a method for employee engagement and concludes with an overview and examples of the steps involved in employee experience design.
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The purpose of APQC's Current State of Learning and Development survey was to understand how organizations are approaching learning and development (L&D) today.
Abstract
Purpose
The purpose of APQC's Current State of Learning and Development survey was to understand how organizations are approaching learning and development (L&D) today.
Design/methodology/approach
In total, 300 L&D function leaders responded to the survey. Respondents represent organizations from across the globe and across industries, and of varied sizes in terms of revenue and headcount. The survey asked about attributes that APQC hypothesized would be associated with L&D function effectiveness given current business challenges.
Findings
Analysis of the survey results revealed that the most effective L&D functions, based on these attributes, set themselves apart with their learning cultures, knowledge management practices, use of learning technology and measurement of learning. Further analysis confirmed the hypothesis, showing these approaches are associated with positive learning outcomes such as shorter time to productivity for new hires, improvements in employee performance ratings and more internal transfers/hires.
Originality/value
The survey findings provide insight into four enablers of L&D function effectiveness today. L&D professionals can use these approaches to more effectively meet the latest learning needs within their organizations.
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Elissa L. Perry, Caryn J. Block and Debra A. Noumair
The purpose of this paper is to present a model that explores the relationship between inclusive leadership, inclusive climates and sexual harassment and other negative…
Abstract
Purpose
The purpose of this paper is to present a model that explores the relationship between inclusive leadership, inclusive climates and sexual harassment and other negative work-related outcomes, at the work unit and individual levels.
Design/methodology/approach
A conceptual model of inclusive work unit leadership, inclusive work unit climate and sexual harassment based on a review of the literature.
Findings
Leaders who behave more inclusively are expected to have work units and work unit members who experience more positive outcomes and fewer negative outcomes including sexual harassment and other forms of mistreatment. Leaders impact their work unit and work unit members' outcomes directly as well as indirectly through the more inclusive work unit climates they create.
Research limitations/implications
The sexual harassment literature has identified climate for sexual harassment as a key predictor of sexually harassing behavior and its attendant negative outcomes. A focus on a broader inclusive climate, and inclusive leadership, may provide a richer understanding of the conditions under which sexual harassment and other forms of mistreatment occur and can be mitigated.
Practical implications
This model can help identify strategies organizations can employ (e.g. inclusive leadership development programs) to combat sexual harassment.
Social implications
This model may improve understanding of the systemic, organizational causes of sexual harassment reducing sexual harassment victims' potential self-blame and helping policymakers craft more effective sexual harassment interventions.
Originality/value
The paper conceives of work climates that contribute to sexual harassment more broadly than generally has been the case in the sexual harassment literature to date. The model highlights the important role that leaders play in shaping inclusive climates. It also contributes to the nascent literature on inclusion and inclusive climates, which has paid relatively little attention to exclusion and mistreatment including sexual harassment that are likely to arise in less inclusive workplaces.
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The purpose of this research paper is to detail the roles that managers can play in engaging their direct reports.
Abstract
Purpose
The purpose of this research paper is to detail the roles that managers can play in engaging their direct reports.
Design/methodology/approach
APQC conducted an online survey of 252 participants – representing different generations, job levels and organizations of varying sizes and industries – about people challenges at work (i.e. instances where the action or inaction of other employees makes it more challenging for an individual to achieve his/her work goals).
Findings
Nearly all workers experience people challenges, which increase stress, reduce productivity and diminish job satisfaction. The top people challenges at work are change resistance, skills gaps and inadequate direction and information. People managers are best positioned to alleviate these challenges so that workers may have a more engaging and productive experience.
Originality/value
Employee engagement is a multiple-stakeholder process involving HR, leaders, managers and employees. This paper sheds light on the role of the manager in engaging employees. Whereas it is commonplace to acknowledge that managers are important to employee engagement, this paper actually spells out the specific actions managers can take to remove barriers to employee engagement.
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S.E. Galaitsi, Krista Rand, Elissa Yeates, Cary Talbot, Arleen O'Donnell, Elizaveta Pinigina and Igor Linkov
Water is a critical and contentious resource in California, hence any changes in reservoir management requires coordination among many basin stakeholders. The Forecast-Informed…
Abstract
Purpose
Water is a critical and contentious resource in California, hence any changes in reservoir management requires coordination among many basin stakeholders. The Forecast-Informed Reservoir Operations (FIRO) pilot project at Lake Mendocino, California explored the viability of using weather forecasts to alter the operations of a United States Army Corps of Engineers (USACE) reservoir. The pilot project demonstrated FIRO's ability to improve water supply reliability, but also revealed the key role of a collaborative Steering Committee. Because Lake Mendocino's Viability Assessment did not explore the features of the Steering Committee, this study aims to examine the relationships and interactions between Steering Committee members that supported FIRO's implementation at Lake Mendocino.
Design/methodology/approach
The project identified 17 key project participants who spoke at a FIRO workshop or emerged through chain-referrals. Using semi-structured interviews with these participants, the project examined the dynamics of human interactions that enabled the successful multi-institutional and multi-criteria innovation as analyzed through text-coding.
Findings
The results reveal the importance for FIRO Steering Committee members to understand the limitations and constraints of stakeholder counterparts at other organizations, the importance of building and safeguarding relationships, and the role of trust and belonging between members. The lessons learned suggest several interventions to support successful group collaboration dynamics for future FIRO projects.
Originality/value
This study identifies features of the Steering Committee that contributed to FIRO's success by supporting collaborative negotiations of infrastructure operations within a multi-institutional and multi-criteria context.