Narrative mediation in organizational conflicts. Nikolaj Kure, assistant professor, PhD firstname.lastname@example.org Centre for Corporate Communication, ASB, Aarhus University (DK). Workshop disposition. Key elements of narrative practices
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Nikolaj Kure, assistant professor, PhD
Centre for Corporate Communication, ASB, Aarhus University (DK)
- John Winslade, Gerald Monk, Alison Cotter: Theoretical perspectives and exercises.
- Theory, analysis, intervention.
During: Your reflections and perspectives on mediation in organizations and communities.
Developed by Michael White
“It’s to propose that we live by the stories that we have about our lives, that these stories actually shape our lives, constitute our lives, and that they ’embrace’ our lives” (Michael White in Bubenzer, West & Boughner 1994: 73).
Conception of conflicts
2. mail. When does your weekend start? Jens (manager)
3. mail. We are leaving Friday morning. Kind regards, Lone
4. mail. I think that it is very important to participate in seminars where we are going to discuss mission, values, methods etc. which is our launching pad for the organization. We have asked that this day is prioritized higher than ’jobs in the field’. Jens
5. mail. I agree that the seminar is important. Just very annoying that I cannot prioritize my family in this case. I participate until 4 and hope that is ok!? Lone
Narrative mediators apply narrative practices to retell the relation, in order to challenge the discourses that condition conflicts:
Position Map 1
The dominating discourse
Field of practice
Narrative mediation in organizations, ACR, 2009, email@example.comWhat is an organization?
The organization as a discursive formation
Social phenomena are discursive products
“An earthquake or the falling of a brick is an event that certainly exists, in the sense that it occurs here and now, independently of my will. But whether their specificity as objects is constructed in terms of ‘natural phenomena’ or ‘expressions of the wrath of God’, depends upon the structuring of a discursive field. What is denied is not that such objects exist externally to thought, but the rather different assertion that they could constitute themselves as objects outside any discursive condition of emergence” (Laclau & Mouffe 1985: 108).
The organization: A multifunctional team in a Danish hospital (practice field ’decision-making’)
Decision making subject positions:
Thomas (physiotherapist) and Pernille (psychologist) were repeatedly negatively defined
Conflict patterns occur
Organizational mediation aims at..
Centre for Motoric Disabilities, Strandby Sygehus
Aim: descriptions of the social practice in the organization in order to access the discursive formation
Aim: descriptions of changes in the social practice
A two-day seminar with the team
A retelling of the practice fields will entail a reorganization/dislocation of the discursive formation
Position map 1
1. Naming the problem
”After having listened to all the statements about problems in the organization, which two or three problems have especially influenced you? What would you call these problems?”
2. Effects of the problem
”How have these problems affected you: What have they made you say or do? What have they made you feel and think in relation to others? Give examples”.
Position map 1
3. Evaluating the problem effects
”Do you like the position that the problems have made you assume? Do you like the actions you have taken from that position and the feeling that have grasped you?”
4. Justifying the evaluation
”Why do you or why don’t you like the actions that you have taken of the position that the problems have brought you in? Which values, intentions, and principles do you represent since you do/don’t like the actions you have taken? Tell me about them. Can you tell the stories about these values, intentions, and principles?”
Think about your organization or an organization or a communitity you are working with