Date of this Version
A two-year ethnographic study examines how two U.S. investment banks managed bankers' uncertainty differently and achieved distinct forms of participant transformation, including listening outcomes. People Bank reduced uncertainty by conveying abstract concepts. Socialized bankers exhibited a preferential orientation toward abstractions, including their own identities, and often failed to listen to and use concrete cues for action. To highlight situational uniqueness, Organization Bank amplified uncertainty. Since situational demands thus exceeded what the bankers knew and appeared too complex to be forced into pre-existing categories and scripts, bankers could not resort to abstractions. Over time, bankers' initial preoccupation with abstractions was cleared away, enabling them to more effectively listen and use situational cues. We develop the notion of direct involvement to explain this transformation away from self-involvement and toward heightened situational sensitivity.
listening, identity, uncertainty, cognition, transformation
Michel, A., & Wortham, S. (2007). Listening beyond the self: How organizations create direct involvement. Retrieved from http://repository.upenn.edu/gse_pubs/158
Date Posted: 07 May 2008
This document has been peer reviewed.