In the production of knowledge about social life, two social contexts come together: the context of investigation, consisting of the social world of the investigator, and the context of explanation, consisting of the social world of the actors who are the subject of study. The nature of, and relationship between, these contexts is imagined in philosophy; managed, rewarded, and sanctioned in graduate seminars, journal reviews, and tenure cases; and practiced in research. Positivism proposed to produce objective knowledge by suppressing the (...) nonlogical and nonobservational aspects of the contexts. Attacks on positivism disputed the effectiveness and rationality of this strategy. Thus " postpositivism " can be understood as a series of attempts to reconstitute the relation between the contexts as the basis for accurate social knowledge. Two of the most important of these attempts—grounded theory and postmodern anthropology—are considered, and a synthesis, which draws from the insights of cultural sociology, is proposed. (shrink)

Universities are subject to considerable changes as environmental pressures increasingly place their futures in question. As core sites of social scientific activity, it is important to understand not only why these changes are occurring, but their consequences for practices within universities. Without this and a concern with the future, their distinction and value as sites of activity are left to those whose instrumental practices are short-term and act according to apparent economic necessities. Frequently, explanations for this state of affairs focus (...) upon the problems of increasing management and bureaucracy, but remain relatively silent concerning the activities of academics. This article argues that there is an affinity between forms of academic professionalism and the managerialism we find in universities as an answer to the changing pressures to which they are subject. Both exhibit an individualism and separate knowledge from knowing. Overall, this detracts from the cultures of universities and how these contexts relate to the content of the work that is produced within them. (shrink)

This article develops the thesis that normative social orders are always fore-structured by horizons of possibilities. The thesis is spelled out against the background of a criticism of ethnomethodology for its hermeneutic deficiency in coping with radical reflexivity. The article contributes to the debates concerning the status of normativity problematic in the cultural disciplines. The concept of hermeneutic pre-normativity is introduced to connote the interpretative fore-structuring of normative inter-subjectivity. Radical reflexivity is reformulated in terms of hermeneutic phenomenology.

The idea of transformative and troublesome ‘threshold concepts’ has been popular and influential in higher education. This article reports how teachers with different disciplinary affiliations responded to the ‘concept of thresholds’ in the course of a cross-disciplinary research project. It describes how the idea was territorialised and enacted through established materialising discourses in different disciplinary settings and enacted through pedagogical practice, technology and assessment. This has implications for professional development and pedagogical practice and endeavours to create ‘self-organising classrooms’ along Deleuzian (...) lines. (shrink)

Archetypal psychology suggests the possibility of a leadership archetype representing the unconscious preferences of human beings as a species about the appropriate relationships between leaders and followers. Mythological analysis compared God’s leadership in the Abraham myth with modern visionary, ethical and situational leadership to find similarities reflecting continuities in human thinking about leadership over as long as 3600 years. God’s leadership behavior is very modern except that God is generally more relationship oriented. The leadership archetype that emerges is of a (...) leader that develops his/her follower by reliably maintaining a vision, behaving according to firm ethical values even when it weakens the leader’s authority, accepting suffering when the follower is unreliable, and always forgiving even when the follower behaves with hubris in an attempt to overthrow the leader. If God’s leadership principles were mandatory in management, many dysfunctional leaders would be disqualified and many of the negative consequences of poor leadership might be averted. (shrink)