Listening beyond the Self: How Organizations Create Direct Involvement

Autor/inn/en	Michel, Alexandra; Wortham, Stanton
Titel	Listening beyond the Self: How Organizations Create Direct Involvement
Quelle	In: Learning Inquiry, 1 (2007) 2, S.89-97 (9 Seiten) PDF als Volltext Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Zeitschriftenaufsatz
ISSN	1558-2973
DOI	10.1007/s11519-007-0016-y
Schlagwörter	Scripts; Cues; Ethnography; Banking; Listening Skills; Organizational Communication; Organizational Objectives + Suchen Sie Ihr Suchwort? Skript; Stichwort; Ethnografie; Bankgeschäft; Business goal; Unternehmensziel
Abstract	A two-year ethnographic study examines how two U.S. investment banks managed bankers' uncertainty differently and achieved distinct forms of participant transformation, including listening outcomes. People Bank reduced uncertainty by conveying abstract concepts. Socialized bankers exhibited a preferential orientation toward abstractions, including their own identities, and often failed to listen to and use concrete cues for action. To highlight situational uniqueness, Organization Bank amplified uncertainty. Since situational demands thus exceeded what the bankers knew and appeared too complex to be forced into pre-existing categories and scripts, bankers could not resort to abstractions. Over time, bankers' initial preoccupation with abstractions was cleared away, enabling them to more effectively listen and use situational cues. We develop the notion of direct involvement to explain this transformation away from self-involvement and toward heightened situational sensitivity. (As Provided).
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Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2017/4/10