By Christine Oliver
The impetus for this publication got here from an appreciation that reflexivity, for either advisor and patron, is the middle factor for facilitating the "changing organization." primary to this trust, Reflexive Inquiry (RI) attracts at the spirit of 5 overlapping theoretical traditions--systemic, social constructionist, serious, appreciative, and complexity. those rules each one supply a contribution to the administration of reflexive cognizance and are used to form consultancy perform. instruments expressing those ways and embodying and facilitating reflexivity are honed and sharpened with illustrations from particular organizational situations. RI is accessible as a counterpoint to Appreciative Inquiry (AI), a general consultancy method discourse for operating with organizational change.
In half one of many publication, the body of RI is determined out. partially , its rules and instruments are delivered to lifestyles in organizational and group improvement contexts. half 3 attracts out a few implications of the rules, arguments, types, and instruments offered for venture learn, whereas half 4 concludes and takes a glance on the strength for destiny improvement.
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Extra info for Reflexive Inquiry: A Framework for Consultancy Practice
Example text
We felt, after these conversations, that we ourselves were in a loop—that if we addressed the conflict head on we would create a defensive reaction, yet, if we didn’t address it explicitly, we would be avoiding something important at the heart of the community and not doing our job. We felt we needed to try to understand this conflict at the heart, treat it as precious and protect it, not through polarization but in a way that made the community less fragile. We took the decision to interview all members of the community privately and formally.
Use of the domains model to structure conversation My commitment to making practical theory encouraged the extension of the model from a tool for hypothesizing into a tool for creating boundaries and rules for conversation as well (Oliver & Brittain, 2001). 1 The model can be used in a variety of ways. The basic form is that three consecutive conversations occur, corresponding to the three domains (Figure 8). The rules for the talk within each domain are identified and it is the task of the consultant to ensure that those rules are kept.
The Milan therapists developed the notions of positive, and then logical, connotation, which connoted the intentionality of people’s actions as meaningful (Boscolo, Cecchin, Hoffman, & Penn, 1987). Another connected concept from Cronen and Pearce (1985) is that of “deontic logic”, a reference to those patterns we live and stories we tell that carry moral meaning. 7. See Barge and Oliver (2003) for a wider discussion of appreciation in managerial practice. 8. Oliver, Herasymowych, and Senko have written a fieldbook about the strange loop as a tool in reflexive organizational practice and developed the pattern into six forms.