Reflexivity and managerial practice

Author: Barge, Kevin

Source: Communication Monographs, Volume 71, Number 1, March 2004 , pp. 70-96(27)

Publisher: Routledge, part of the Taylor & Francis Group

Buy & download fulltext article:

OR

Price: $54.28 plus tax (Refund Policy)

Abstract:

Within the postmodern and critical managerial communication and pedagogical literature, reflexivity has traditionally been conceptualized as an epistemological practice that emphasizes intellectual critique. Little attention has been given to how managers act reflexively in conversation with other organizational members. This study sampled managers who were trained from a communication perspective that emphasizes reflexive practice. The results suggest managers adopt a more relationally responsive approach to reflexivity within their conversational practice, which incorporates elements of intellectual critique. Three implications of a relationally responsive approach to reflexivity within managerial practice are highlighted: (1) reflexive practice should be viewed as a relational activity that highlights issues of situated judgment, timing, and rhythm within conversation, (2) reflexive practice emphasizes inclusive, respectful, and safe communication, and (3) reflexive practice is connected to empowerment.

Keywords: Affirmation; Management; Multivocality; Reflexivity; Story

Document Type: Research Article

DOI: http://dx.doi.org/10.1080/03634520410001691465

Publication date: March 1, 2004

Related content

Key

Free Content
Free content
New Content
New content
Open Access Content
Open access content
Subscribed Content
Subscribed content
Free Trial Content
Free trial content

Text size:

A | A | A | A
Share this item with others: These icons link to social bookmarking sites where readers can share and discover new web pages. print icon Print this page