Speaker Series: Dvora Yanow, November 8, 2012
Thursday, November 8, 2012
10:30AM — 12:00PM, T.O. Wright Room, Reynolds Alumni Center
“Studying Organizational Change: Process Methods for Process Questions”
2:00PM — 3:30PM, N206 Walt Disney Room, Memorial Union
“Categories in Policy Thinking: State-Created Categories for Race-Ethnic Groups”
Dvora Yanow is a political/policy and organizational ethnographer, and interpretive methodologist with an overall interest in the communication of meaning in organizational and policy settings. Her organizational studies research has mainly engaged organizational culture, organizational learning, organizational spaces, and, currently, practice studies.
Also known for her work on interpretive research methodologies and methods, Professor Yanow has published Conducting Interpretive Policy Analysis (Sage, 2000) and the co-edited Interpretation and Method: Empirical Research Methods and the Interpretive Turn (M E Sharpe, 2006; with Peregrine Schwartz-Shea) and Organizational Ethnography: Studying the Complexities of Everyday Life (Sage, 2009; with Sierk Ybema, Harry Wels, and Frans Kamsteeg).
Her policy research investigates state-created categories for race-ethnic identity, immigrant integration policies and citizen-making practices, and research regulation policies and practices. She is now extending that research to The Netherlands and also working on papers on state research regulation policies and practices (e.g., US IRBs) and on science museums and the idea of being ‘scientific’.
“Samuel hurried in and grabbed the first seat available. Having quickly sat down he slowly looked up. What was going to happen? To his relief the group leader welcomed him to the meeting as did others. “
What makes leadership “good enough”?
“…the “good enough” leader (GEL), like the “good enough” mother, does not try to be obsessively and compulsively
perfect, machine-like, in his or her attunement with and response to the organisation…The “good enough” style of leadership contrasts with two culturally widespread and familiar styles of leadership…“hard” and “soft.”
Trust at Work: What it Means for Identity
“What has been referred to as generalized trust has been advanced as a condition for self-identity and the absence of such trust has been found to lead to a corroded sense of self…This study advances the idea that trust may play a similar role in organizations…”