Žižekian ideas in critical reflection: the tricks and traps of mobilising radical management insight

Hdl Handle:
http://hdl.handle.net/10034/604445
Title:
Žižekian ideas in critical reflection: the tricks and traps of mobilising radical management insight
Authors:
Wall, Tony
Abstract:
Purpose The purpose of this paper is to examine how deeper psychosocial structures can be examined utilising a contemporary provocative theory within workplace reflection to generate more radical insights and innovation. Design/methodology/approach This paper outlines a provocative theory and then presents case examples of how deeper structures can be examined at the micro, meso and macro levels. Findings Deeper psychosocial structures are the forces that keep the status quo firmly in place, but deeper examination of these structures enable radical insights and therefore the possibility of innovation. Research limitations/implications Deep psychosocial structures shape and constitute daily action, and so work based and practitioner researchers can be tricked into thinking they have identified new ways of working, but maybe demonstrating the same workplace behaviours/outcomes. Workplace behaviours, including emotional responses to apparent change, are key indicators of deeper structures. Practical implications Ideas and processes for examining deeper structures can be integrated into daily reflective practices by individuals, within organisational processes, and wider, system processes. However, because deeper structures can appear in different forms, we can be tricked into reproducing old structures. Social implications (if applicable) Examining deeper structures increases the possibilities for more radical insights into workplace structures, and therefore, how to potentially mobilise innovations which may better serve people and planet. Originality/value (mandatory) This paper is the first to examine the work of Slavoj Žižek in the context of work based learning.
Affiliation:
University of Chester
Citation:
Wall, T. (2016) Žižekian ideas in critical reflection: the tricks and traps of mobilising radical management insight. Journal of Work Applied Management, 8(1), pp5-16. DOI 10.1108/JWAM-04-2016-0005
Publisher:
Emerald
Journal:
Journal of Work Applied Management
Publication Date:
1-Apr-2016
URI:
http://hdl.handle.net/10034/604445
DOI:
10.1108/JWAM-04-2016-0005
Additional Links:
http://www.emeraldinsight.com/loi/jwam
Type:
Article
Language:
en
ISSN:
1836-5159
Sponsors:
This research was undertaken with the support of the University of Chester's Quality Research funding scheme.
Appears in Collections:
Centre for Work Related Studies

Full metadata record

DC FieldValue Language
dc.contributor.authorWall, Tonyen
dc.date.accessioned2016-04-05T09:44:52Zen
dc.date.available2016-04-05T09:44:52Zen
dc.date.issued2016-04-01en
dc.identifier.citationWall, T. (2016) Žižekian ideas in critical reflection: the tricks and traps of mobilising radical management insight. Journal of Work Applied Management, 8(1), pp5-16. DOI 10.1108/JWAM-04-2016-0005en
dc.identifier.issn1836-5159en
dc.identifier.doi10.1108/JWAM-04-2016-0005-
dc.identifier.urihttp://hdl.handle.net/10034/604445en
dc.description.abstractPurpose The purpose of this paper is to examine how deeper psychosocial structures can be examined utilising a contemporary provocative theory within workplace reflection to generate more radical insights and innovation. Design/methodology/approach This paper outlines a provocative theory and then presents case examples of how deeper structures can be examined at the micro, meso and macro levels. Findings Deeper psychosocial structures are the forces that keep the status quo firmly in place, but deeper examination of these structures enable radical insights and therefore the possibility of innovation. Research limitations/implications Deep psychosocial structures shape and constitute daily action, and so work based and practitioner researchers can be tricked into thinking they have identified new ways of working, but maybe demonstrating the same workplace behaviours/outcomes. Workplace behaviours, including emotional responses to apparent change, are key indicators of deeper structures. Practical implications Ideas and processes for examining deeper structures can be integrated into daily reflective practices by individuals, within organisational processes, and wider, system processes. However, because deeper structures can appear in different forms, we can be tricked into reproducing old structures. Social implications (if applicable) Examining deeper structures increases the possibilities for more radical insights into workplace structures, and therefore, how to potentially mobilise innovations which may better serve people and planet. Originality/value (mandatory) This paper is the first to examine the work of Slavoj Žižek in the context of work based learning.en
dc.description.sponsorshipThis research was undertaken with the support of the University of Chester's Quality Research funding scheme.en
dc.language.isoenen
dc.publisherEmeralden
dc.relation.urlhttp://www.emeraldinsight.com/loi/jwamen
dc.subjectworkplace learningen
dc.subjectZizeken
dc.titleŽižekian ideas in critical reflection: the tricks and traps of mobilising radical management insighten
dc.typeArticleen
dc.contributor.departmentUniversity of Chesteren
dc.identifier.journalJournal of Work Applied Managementen
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