Organisatsioonid on keerulised ja seetõttu ka väga huvitavad süsteemid. Siinviidatu vabalevis olev tekst võiks pakkuda huvi suurele hulgale lugejatele, sest tegeleb nii reflektiivse õppimise, ideoloogia ja domineerimisega juhtimise-arengu kontekstis. Pole kahtlust, et tekst on väga väärikas kandidaat mitmete organisatsiooni- ja juhtimiskursuste seminaritekstiks.

Kontekstiks:

The expectation that managers question their assumptions is commonplace in contemporary management training. This questioning can take the form of critical reflexivity, an active exercise of unsettling assumptions that has the potential for social transformation (Cunliffe, 2008; Reynolds, 1998).

Kriitiline reflektiivsus:

The exercise of critical reflexivity involves learners and practitioners becoming outsiders (Antonacopoulou, 2018) and abstracting themselves from power structures (Hibbert and Cunliffe, 2015; MacLean et al., 2012), to break free from what is seen as common sense and normal. With critical reflexivity, practitioners are encouraged to challenge ideologies, normalized practices and systemic control structures that reproduce exploitation and unsustainable practices (Cunliffe, 2008, 2020).

Organisatsioonide relatsioonilisusest mõtestamisest:

This difficulty is founded on ideology, that is, the dominant ideas in organizations that represent and preserve order (Coopey, 1995; McLaren, 2020; Millar and Price, 2018). These dominant ideas are not only imposed but produced in interaction: common sense is acquired, accepted, routinely consented to and embraced (Bourdieu, 2000; Bourdieu and Wacquant, 1992; Burawoy, 2012).

Autorid seavad fookust:

Our focus here is on managers’ learning, in particular, critical reflexive learning. We ask the following: how does critical managerial learning relate to ideology?

Doxa:

We find that, instead of occurring from a distance, critical learning takes place in relation to a new expression of ideology, the organization’s new doxa. This doxa is an ideological system of beliefs that naturalizes a given organizational order, establishing new taken-for-granted, unquestioned truths.

Lugemishuvi naelutamiseks:

While most studies consider critical reflexivity as counterposed to ideology, we show instead their close relationship. […] Ideology and critical managerial learning are thus closely intertwined in a relationship that both enables and bounds learning.

Morillas, M., & Romani, L. (2022). Ideology, doxa and critical reflexive learning: The possibilities and limits of thinking that ‘diversity is good.’ Management Learning. https://doi.org/10.1177/13505076221074632