Susanne Kjærbeck

Narratives as a resource to manage disagreement : Examples from a parents' meeting in an extracurricular activity center

This article explores narratives as an interactional resource to manage disagreement. On the basis of a detailed analysis of parents’ meetings with three educators, three conversational phenomena were found to be particularly relevant to manage disagreement in narratives. The first phenomenon is the participants’ manner of negotiating meaning in the narrative. It is demonstrated that the teller (a professional) and not the recipient (the mother) is the one who initiates the display of understanding the told events. In this kind of informal institutional talk, it emphasizes the asymmetry of the encounter. The second phenomenon is the primary speaker’s accounting for and providing evidence in an attempt to obtain mutual understanding and to establish professional accountability. However, alignment is not achieved, and therefore the teller’s assessments are constructed in a dispreferred format. The third phenomenon is the recipient’s responding actions, which are minimal or absent and are used as a strategy for communicating disagreement indirectly. Finally, the relationship between narrative description and sequential and institutional contexts is addressed, and narratives are considered as contextualized as well as contextualizing resources

Conflicting perspectives in a private housing association: An investigation of employees’ counter-narratives in relation to a new business strategy

Purpose The purpose of this paper is to investigate employees’ conflicting perspectives on the business strategy in a Danish housing association through a narrative approach, in order to gain insight into the relation between master- and counter-narratives. The authors discuss the possibility of integrating counter-narratives as a resource in strategy processes. Finally, the usefulness and challenges of the applied narrative approach are addressed. Design/methodology/approach The study was undertaken as a case study of strategy communication in a private housing association. The empirical material consists of 16 qualitative interviews from all levels of the organization as well as recordings of meetings where management presents a new strategy to the employees. The study adopts a mixed methods interpretivist approach using focus groups and interviews as data and with a focus on narratives as sense-making resources. The applied method of analysis is based on narratology, sociological action analysis and the concept of “framing.” Findings Employees’ counter-narratives focus on practical problems regarding the implementation of the business strategy. They materialize through temporal structures and framing strategies through which employees’ perspectives are presented indirectly and with great care. In spite of their oppositional content, these counter-perspectives cannot be considered to be resistance; on the contrary, employees take great interest in solving the reported problems. Counter-narratives are seemingly useful resources in a form of “reality check” in the organization, in order to elucidate the implementation of the business strategy and make necessary adjustments. The research furthermore points to a more dialogical strategy communication where employees are involved earlier in the process rather than marginalized to “resistant bystanders.” Originality/value These findings give insight into the use of narratives as practical meaning construction in an organizational context, and in relation to strategy communication and change.

Positioning and change in a hospital ward

Purpose This paper focuses on communication about hygiene in a hospital ward and with the relevant infection control organization. The purpose of this paper is to examine the function of the hygiene coordinator as a key change agent and the communicative challenges and role conflicts implied in her practice. The author suggests strategies for improving communication on hygiene on ward level. Design/methodology/approach The empirical material consists of interviews and recordings of communicative events in relation to a breakout of dangerous bacteria in the ward. Change communication is used as a contextualizing frame of understanding, and positioning theory and analysis are applied to shed light upon the core challenges of communicating as a change agent when the coordinator’s professional position and collegial relations do not support it. Findings It is shown how these challenges are connected to positional dilemmas regarding professional hierarchies and collegial relations. In order to have the hygiene coordinator gain authority and achieve empowerment in her function, additional documentation and training are needed, and communication efforts between the department management and the hygiene coordinator need strengthening. Furthermore, the hygiene area should be connected to the hospital’s overarching purpose of saving lives. Originality/value These findings point to the importance of taking communication on the departmental level into consideration in relation to change strategies, and they highlight the centrality of strategic positioning practices in a work environment which is organized in professional groups and according to distributed responsibilities.