Portal de Periódicos da CAPES

Reflexivity and managerial practice

2004; Taylor & Francis; Volume: 71; Issue: 1 Linguagem: Inglês

10.1080/03634520410001691465

1479-5787

J. Kevin Barge,

Counseling, Therapy, and Family Dynamics

Abstract Within the postmodern and critical managerial communication and pedagogical literature, reflexivity has traditionally been conceptualized as an epistemological practice that emphasizes intellectual critique. Little attention has been given to how managers act reflexively in conversation with other organizational members. This study sampled managers who were trained from a communication perspective that emphasizes reflexive practice. The results suggest managers adopt a more relationally responsive approach to reflexivity within their conversational practice, which incorporates elements of intellectual critique. Three implications of a relationally responsive approach to reflexivity within managerial practice are highlighted: (1) reflexive practice should be viewed as a relational activity that highlights issues of situated judgment, timing, and rhythm within conversation, (2) reflexive practice emphasizes inclusive, respectful, and safe communication, and (3) reflexive practice is connected to empowerment. Keywords: ReflexivityManagementStoryAffirmationMultivocality Additional informationNotes on contributorsJ. Kevin Barge J. Kevin Barge is Associate Professor at The University of Georgia. This essay was presented to the Organizational Communication Division of the National Communication Association annual meeting, Miami. I would like to thank Murray Anderson‐Wallace, Martin Little, Christine Oliver, Phil Simpson, Frank Boster, and the anonymous reviewers for their helpful comments on earlier versions of this essay. Special thanks also to Jennifer Coleman, Kate Gibby, Alison Trego, and Chip Wile for their assistance with data analysis. Correspondence to: 110 Terrell Hall, Speech Communication, University of Georgia, Athens, GA, 30622, USA. Tel: 706‐542‐3269; Email: jkbarge@uga.edu. J. Kevin Barge is Associate Professor at The University of Georgia. This essay was presented to the Organizational Communication Division of the National Communication Association annual meeting, Miami. I would like to thank Murray Anderson‐Wallace, Martin Little, Christine Oliver, Phil Simpson, Frank Boster, and the anonymous reviewers for their helpful comments on earlier versions of this essay. Special thanks also to Jennifer Coleman, Kate Gibby, Alison Trego, and Chip Wile for their assistance with data analysis. Correspondence to: 110 Terrell Hall, Speech Communication, University of Georgia, Athens, GA, 30622, USA. Tel: 706‐542‐3269; Email: jkbarge@uga.edu.