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In this chapter we develop sustainability implications of the Savall, Zardet, Bonett, and colleagues’ approach, known worldwide as socioeconomic approach to management (SEAM). SEAM can be used as a way of doing management and organizational inquiry into the ecological sustainability of practices with planetary boundaries. We conclude that a socially responsible approach to management needs to consider the hidden costs to an enterprise if it is not being sustainable to planetary resource limits.
This chapter covers the history of the Standing Conference for Management and Organizational Inquiry (sc’MOI). It develops insights into embodiment conference practices…
This chapter covers the history of the Standing Conference for Management and Organizational Inquiry (sc’MOI). It develops insights into embodiment conference practices, how critical storytelling was part of our conference work from the beginning, and how the conference community used “ensemble leadership” rather than a hierarchical solo leader, or board-led approach. Sc’MOI existed for 25 years, and disbanded, while still solvent.
The general topic of spirituality and the ways in which spirituality in organizations was studied and reported on have received mixed reactions (ranging from positive to…
The general topic of spirituality and the ways in which spirituality in organizations was studied and reported on have received mixed reactions (ranging from positive to puzzled to skeptical to negative) from sc’Moi participants, many of whom were European critical management theorists, and management researchers in other divisions when the Management Spirituality and Religion group was started at the Academy of Management. In this chapter I examine how these management research differences in approaches to ontology and epistemology were influenced by the philosophical approaches of Hegel and Marx, and how similar differences also influenced psychological research, whose approach to research and research methodology forms the basis of much management research. I will examine how these contrasting beliefs have played out and continue to play out in such seemingly diverse but really similar subjects of inquiry as philosophy (e.g., Hegel vs Marx), psychology (e.g., introspection vs behaviorism), and management studies (e.g., management organization inquiry vs critical management). I examine what these approaches have in common, how, in my opinion, the behaviorists have so far prevailed, and why they have so far prevailed; I conclude with suggestions for how ongoing dialectics between the seven Ss (the seven themes elaborated on in this book – storytelling, system, sustainability, science, spirit, spirals, and sociomateriality) can help contribute to the field of spirituality in management, and how spirituality research can contribute and interact with the other themes to the future of management and organizational inquiry.
The most widely used conceptualizations of organizing assume that organizational issues are known, and consequently, organizing targets on control and management…
The most widely used conceptualizations of organizing assume that organizational issues are known, and consequently, organizing targets on control and management. Traditional organizing focuses on planning for the known future with a small group of experts and for the most part neglects the experiential ambiguities of organizational stakeholders. That research stream neglects a topic of consciousness and if studied, it approaches consciousness mostly as an object. This chapter assumes that ambiguity holds many resources, which a storytelling approach – the quantum stream of it – accommodates. Furthermore, it indicates that consciousness can be included in the organization equation. It suggests understanding consciousness as an everyday process in organizations rather than a brain function only, and lets us to take consciousness seriously. This chapter draws on my dissertation about consciousness-based view of organizing. It claims that everyone working in organizations influences of the consciousness fields, which then become actors taking care of us in organizations unless we become aware of them. Consciousness provides momentous information for those interested in strategic leaps, accelerated innovations, and fosters sustainable and ethical ways of working and organizing.
A testimonio reveals the bridges and connections created by collective learning. For many Xicanas, the first learning occurs in their home. Studies show that the familia…
A testimonio reveals the bridges and connections created by collective learning. For many Xicanas, the first learning occurs in their home. Studies show that the familia encourages life lessons through daily chores, conversation about school and education, advice from grandparents, sibling interaction, and by watching parents or elders negotiate and interact with the dominant society and among other family members. This research in home-learning practices provides valuable data in understanding the successes and challenges of Xicanas in higher education. Ultimately, testimonio presents a unique method, process, and product that uncovers the many daily challenges that Xicanas confront. The purpose of this chapter is to draw attention to the fact that testimonio and storytelling does and can play an important role in the life and work of Xicanas in higher education. The chapter outlines the framework and theoretical lens of mestiza consciousness and pedagogies of the home as the foundation for storytelling through interviews and platicas identified as testimonio. The study conducted is an autoethnography that details the significance of storytelling through testimonio as a method of survival in higher education. Testimonio and storytelling are central to the field of critical race theory, Xicana feminism, and social justice education which stresses the significance of Being authentic to Self.