The practitioners of postmodern organization theory have had to respond to the charge that postmodernism has a declivity toward skepticism. Their response to organizational skepticisim is to decenter dominant theories, paradigms and organizational forms, rather than to negate them. Decentering supplements discourse by augmenting its repertoire; the opposite of skepticism, which diminishes its object. The main ways in which postmodern organization theories try to overcome the specific sceptical position of paradigm incommensurability (the reduction of discourse about organizations and organizational discourse to a solipsism of private language games) are described and assessed in terms of three positions: John Hassard’s “multiple paradigm” approach on the level of methodology, Stewart Clegg’s “embedded rationalities” on the level of empirical conceptualization, and Kenneth Gergen’s “heteroglossia” on the level of discursive practice. Hassard and Clegg are engaged in the mapping function of postmodern organization theory, whereas Gergen is engaged in deconstraining organizations.
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