| 3. |
- Meisiek, Stefan, et al.
(författare)
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Nonsense makes sense : humor in social sharing of emotion at the workplace
- 2005. - 1st ed.
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Ingår i: Emotions in Organizational Behavior. - : Psychology Press. - 9781410611895
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Bokkapitel (övrigt vetenskapligt/konstnärligt)abstract
- Emotional events are often molded in a humorous way in the course of frequent retelling after the event. An instructive example, in terms of our concerns in this theoretical chapter, appears in Linstead (1985) with an analysis of a particular case. A worker on a fruit-pie machine was left with a mutilated hand after an accident on the job. His amputated finger could not be found, and 4,000 pies were discarded. In the days and weeks that followed, his coworkers reinvoked the emotional event among themselves. Linstead identified comments, remarks, discussions, and jokes in which the emotional event was reframed in a humorous way. One coworker recalled, “I can’t remember ‘em all now, but when it happened there were loads of jokes about it. It sounds ter-rible, dun’ it, but tha’d hear a new ‘un every break. I wish I could remember ‘em” (Linstead, 1985, p. 753). One such joke was,” ‘They were going to get some ‘finger-hunter’ stickers made and pack them 4000 pies’ (promotion boxes usually bore a sticker marked ‘Bargain Hunter’)” (Linstead, 1985, p. 754). As Linstead explained, humor was added to the emotional event by the workers in order to maintain their own status, competence, and independence, and to cope with their particular work environment. In the end the event was well recognized and well established in the sensemaking of the workgroup. What is striking about this example is the molding of a negative emotional event through the injection of humor. In addition to the social effects described by Linstead, humor seems to offer a means whereby the individual can talk about strong emotional events in the social sphere of work.
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| 4. |
- Meisiek, Stefan, et al.
(författare)
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Through the looking glass of organizational theatre : Analogically mediated inquiry in organizations
- 2007
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Ingår i: Organization Studies. - : SAGE Publications. - 0170-8406 .- 1741-3044. ; 28:12, s. 1805-1827
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Tidskriftsartikel (refereegranskat)abstract
- Organizational theatre is now widely used as a platform for analogically mediated inquiry and change. Using an alternate template research strategy, we combined interview, visual, and survey methods to study the processes underlying an organizational theatre effort over a year, clarifying how theatre performances analogically affect employees' understanding of their workplace. We identified a 'looking glass' effect, where analogies create shifting reflections over time that lead to unpredictably emergent changes in the way employees perceive their organization. Our study not only informs the organizational theatre literature, but addresses broader debates on analogical thinking in organization studies, suggesting that current explanations of analogical processes may be overly restricted both in their scope and their conclusions. Specifically, we propose that compound analogues such as organizational theatre, sculpture and film will not only work differently from more abstract and singular analogues, but create very different effects as well.
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