Hostname: page-component-76fb5796d-r6qrq Total loading time: 0 Render date: 2024-04-26T10:20:30.770Z Has data issue: false hasContentIssue false

Ethics as a Fabric: An Emotional Reflexive Sensemaking Process

Published online by Cambridge University Press:  04 July 2019

Pauline Fatien Diochon
Affiliation:
SKEMA Business School, Université Côte d’Azur
Jean Nizet
Affiliation:
Namur University Catholic University of Louvain-la-Neuve

Abstract:

The ethical sensemaking approach stands as an essential alternative to the dominant rational and objectivist paradigm of ethical decision-making in organizations. From this perspective, this research explores the intrapersonal interplay of emotions and reflexivity in ethical sensemaking. We analyzed thirty-seven semi-structured interviews conducted with executive coaches sharing a critical incident about an issue they framed as ethical. Our findings show that their ethical decisions unfolded over a three-phase emotional reflexive sensemaking process, where reflexivity allowed for the management of emotions in the form of emotional awareness, emotional unpacking, and emotional (dis)engagement. Therefore, we portray ethics as a fabric, produced through the knitting of emotions and reflexivity. And, while ethics certainly appear to be produced by the subject, we suggest a reciprocal relationship, whereby the very fabric of ethics contributes to the production of the ethical subject.

Type
Article
Copyright
Copyright © Society for Business Ethics 2019 

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

REFERENCES

Allan, J., Passmore, J., & Mortimer, L. 2011. Coaching ethics: Developing a model to enhance coaching practice. In Passmore, J. (Ed.), Supervision in coaching: Supervision, ethics and continuous professional development: 161–173. Philadelphia, PA: Kogan Page.Google Scholar
Alvesson, M., & Willmott, H. 2012. Making sense of management. A critical introduction (Second Edition). London: Sage.Google Scholar
Askeland, M.J. 2005. A reflexive inquiry into the ideologies and theoretical assumptions of coaching. Coaching: An International Journal of Theory, Research and Practice, 2(1): 6575.Google Scholar
Brand, V. 2009. Empirical business ethics research and paradigm analysis. Journal of Business Ethics, 86: 429449.CrossRefGoogle Scholar
Brown, A.D. 2015. Making sense of sensemaking in organization studies. Organization Studies, 362: 265277.CrossRefGoogle Scholar
Burkitt, I. 2012. Emotional reflexivity: Feeling, emotion and imagination in reflexive dialogues. Sociology, 463: 458472.CrossRefGoogle Scholar
Butterfield, L., Borgen, W.A., Amundson, N.E., & Maglio, A.T. 2005. Fifty years of the critical incident technique: 1954–2004 and beyond. Qualitative Research, 54: 475497.CrossRefGoogle Scholar
Catino, M., & Patriotta, G. 2013. Learning from errors: Cognition, emotions and safety culture in the Italian Air Force. Organization Studies, 34(4): 437467.CrossRefGoogle Scholar
Chell, E. 2004. Critical incident technique. In Cassell, C. & Symon, G. (Eds.), Essential guide to qualitative methods in organizational research: 45–60. London: Sage.Google Scholar
Cloet, H., & Vernazobres, P. 2011. Le marché français du coaching. Zoom sur les conventions de qualité. Revue internationale de Psychosociologie, 42(17) : 37 à 69.CrossRefGoogle Scholar
Cope, J., & Watts, G. 2000. Learning by doing – An exploration of experience, critical incidents and reflection in entrepreneurial learning. International Journal of Entrepreneurial Behavior & Research, 63: 104124.CrossRefGoogle Scholar
Cornelissen, J.P., Mantere, S., & Vaara, E. 2014. The contraction of meaning: The combined’ effect of communication, emotions, and materiality on sensemaking in the Stockwell shooting. Journal of Management Studies, 51(5): 699736.CrossRefGoogle Scholar
Cox, E., & Bachkirova, T. 2007. Coaching with emotion: How coaches deal with difficult emotional situations. International Coaching Psychology Review, 2(2): 178190.Google Scholar
Cunliffe, A.L. 2016. “On becoming a critically reflexive practitioner” redux: What does it mean to be reflexive? Journal of Management Education, 40(6): 740746.CrossRefGoogle Scholar
Cunliffe, A.L., & Jun, J.S. 2005. The need for reflexivity in public administration. Administration & Society, 37(2): 225242.CrossRefGoogle Scholar
Cunliffe, A.L., & Coupland, C. 2011. From hero to villain to hero: Making experience sensible through embodied narrative sensemaking. Human Relations , 65(1): 6388.CrossRefGoogle Scholar
De Klerk, J. J. 2017. Nobody is as blind as those who cannot bear to see: Psychoanalytic perspectives on the management of emotions and moral blindness. Journal of Business Ethics, 141: 745761.CrossRefGoogle Scholar
Du Toit, A. 2007. Making sense through coaching. Journal of Management development, 26(3): 282291.CrossRefGoogle Scholar
Du Toit, A. 2014. Making sense of coaching. London: Sage.CrossRefGoogle Scholar
Fatien Diochon, P., & Nizet, J. 2015. Ethical codes and executive coaches: One size does not fit all. The Journal of Applied Behavioral Science, 51(2): 277301.CrossRefGoogle Scholar
Flanagan, J.C. 1954. The critical incident technique. Psychological bulletin, 51(4): 327359.CrossRefGoogle ScholarPubMed
Foucault, M. 1980. Power/Knowledge: Selected interviews and other writings, 1972–1977. New York: Pantheon Books.Google Scholar
Foucault, M. 1984. The ethics of the concern for self as a practice of freedom. In Rabinow, P. (Ed.) Ethics. Subjectivity and Truth: 281301. New York: The New Press.Google Scholar
Garvey, B. 2011. A very short, fairly interesting and reasonably cheap book about coaching. London: Sage.CrossRefGoogle Scholar
Gephart, R. P., Topal, C., & Zhang, Z. 2010. Future-oriented sensemaking: Temporalities and institutional legitimation. In Hernes, T., & Maitlis, S. (Eds.), Process, sensemaking, and organizing: 275311. Oxford, UK: Oxford University Press.CrossRefGoogle Scholar
Gremler, D. 2004. The critical incident technique in service research. Journal of Service Research , 7(1): 6589.CrossRefGoogle Scholar
Guiette, A., & Vandenbempt, K. 2017. Change managerialism and micro-processes of sensemaking during change implementation. Scandinavian Journal of Management, 33: 6581.CrossRefGoogle Scholar
Guiette, A., & Vandenbempt, K. 2016. Learning in times of dynamic complexity through balancing phenomenal qualities of sensemaking. Management Learning, 47(1): 8399.CrossRefGoogle Scholar
Haidt, J. 2001. The emotional dog and its rational tail: A social intuitionist approach to moral judgment. Psychological Review, 4: 814834.CrossRefGoogle Scholar
Haidt, J., & Hersh, M. A. 2001. Sexual morality: The cultures and emotions of conservatives and liberals. Journal of Applied Social Psychology, 31(1): 191221.CrossRefGoogle Scholar
Hancock, P. 2008. Embodied generosity and an ethics of organization. Organization Studies, 29(10): 13571373.CrossRefGoogle Scholar
Hartman, E.M. 2008. Reconciliation in business ethics: Some advice from Aristotle. Business Ethics Quarterly, 18(2): 253265.CrossRefGoogle Scholar
Heaphy, E.D. 2017. “Dancing on Hot Coals”: How emotion work facilitates collective sensemaking. Academy of Management Journal, 60(2): 642670.CrossRefGoogle Scholar
Helms Mills, J., Thurlow, A., & Mills, A. 2010. Making sense of sensemaking: The critical sensemaking approach. Qualitative Research in Organizations and Management. An International Journal , 5(2): 182195.Google Scholar
Helpap, S., & Bekmeier-Feuerhahn, S. 2016. Employees’ emotions in change: Advancing the sensemaking approach. Journal of Organizational Change Management, 29(6): 903916.CrossRefGoogle Scholar
Hetland, A., Vittersø, J., Bø Wie, S. O., Kjelstrup, E., Mittner, M., & Dahl, T. I. 2018. Skiing and thinking about it: Moment-to-moment and retrospective analysis of emotions in an extreme sport. Frontiers in Psychology, 9(article 971): 116. doi: 10.3389/fpsyg.2018.00971.CrossRefGoogle Scholar
Holmes, M. 2010. Emotionalization of reflexivity. Sociology, 44(1): 139154.CrossRefGoogle Scholar
Holt, R., & Cornelissen, J. 2014. Sensemaking revisited. Management Learning, 45(5): 525539.CrossRefGoogle Scholar
Hochschild, A. R. (1983). The managed heart: Commercialization of human feeling . Berkeley, Los Angeles, and London: University of California Press.Google Scholar
Ibarra-Colado, E., Clegg, S. R., Rhodes, C., & Kornberger, M. 2006. The ethics of managerial subjectivity. Journal of Business Ethics , 64: 4555.CrossRefGoogle Scholar
ICF. 2016. 2016 ICF Global Coaching Study. International Coach Federation. https://coachfederation.org/app/uploads/2017/12/2016ICFGlobalCoachingStudy_ExecutiveSummary-2.pdfGoogle Scholar
Kaplan, S., & Orlikowski, W. 2013. Temporal work in strategy making. Organization Science, 24(4): 965995.CrossRefGoogle Scholar
Kjønstad, B.G., & Willmott, H.C. 1995. Business ethics: Restrictive or empowering? Journal of Business Ethics , 14(6): 445464.CrossRefGoogle Scholar
Klein, G., Moon, B., & Hoffman, R. R. (2006). Making sense of sensemaking 1: Alternative perspectives. IEEE Intelligent Systems, 21(4): 7073.CrossRefGoogle Scholar
Kohlberg, L. (1969). Stage and sequence: The cognitive-developmental approach to socialization. In Goslin, D. A. (Ed.), Handbook of socialization theory and research: 347480. Chicago: Rand McNally.Google Scholar
Korotov, K., Florent-Treacy, E., de Vries, M. K., & Bernhardt, A. 2009. Tricky coaching: Difficult cases in leadership coaching. New York: INSEAD Business Press.Google Scholar
Louis, D., & Fatien Diochon, P. 2018. The coaching space: A production of power relations in organizational settings. Organization, 25(6): 710731.CrossRefGoogle Scholar
McCracken, J., & Shaw, B. 1995. Virtue ethics and contractarianism: Towards a reconciliation. Business Ethics Quarterly, 52: 297312.CrossRefGoogle Scholar
Maitlis, S., & Christianson, M. 2014. Sensemaking in organizations: Taking stock and moving forward. Academy of Management Annals , 8(1): 57125.CrossRefGoogle Scholar
Maitlis, S., & Sonenshein, , 2010. Sensemaking in crisis and change: Inspiration and insights from Weick. Journal of Management Studies, 47(3): 551580.CrossRefGoogle Scholar
Maitlis, S., Vogus, T. J., & Lawrence, T. B. 2013. Sensemaking and emotion in organizations. Organizational Psychology Review, 3(3): 222247.CrossRefGoogle Scholar
Moore, L., & Koning, J. 2016 Intersubjective identity work and sensemaking of adult learners on a postgraduate coaching course: Finding the balance in a world of dynamic complexity. Management Learning, 47(1): 2844.CrossRefGoogle Scholar
Nielsen, A., E., & Nørreklit, H. 2009. A discourse analysis of the disciplinary power of management coaching. Society and Business Review, 4, 202214.CrossRefGoogle Scholar
Nussbaum, M. C. 2003. Upheavals of thought: The intelligence of emotions. New York: Cambridge University Press.Google Scholar
O’Fallon, M., & Butterfield, K. 2005. A review of the empirical ethical decision-making literature: 1996–2003. Journal of Business Ethics, 59: 375413.Google Scholar
Painter-Morland, M. 2011. Moral decision-making. In Painter-Morland, M. & ten Bos, R. (Eds.), Business ethics and continental philosophy: 117140. Cambridge, United Kingdom: Cambridge University Press.CrossRefGoogle Scholar
Palus, C. J., Horth, D.M., Selvin, A.M., & Pulley, M.L. 2003. Exploration for development developing leadership by making shared sense of complex challenges. Consulting Psychology Journal: Practice and Research, 55(1): 2640.CrossRefGoogle Scholar
Palazzo, G., Krings, F., & Hoffrage, U. 2012. Ethical blindness. Journal of Business Ethics, 109: 323338.CrossRefGoogle Scholar
Parmar, B. 2014. From intrapsychic moral awareness to the role of social disruptions, labeling, and actions in the emergence of moral issues. Organization Studies, 35(8):11011126.CrossRefGoogle Scholar
Prasad, A., & Prasad, P. 2002. The coming of age of interpretive organizational research. Organizational Research Methods, 5: 411.CrossRefGoogle Scholar
Poldner, K., Branzei, O., & Steyaert, C. 2018. Fashioning ethical subjectivity: The embodied ethics of entrepreneurial self-formation. Organization. doi.org/10.1177/1350508418793990.Google Scholar
Pullen, A., & Rhodes, C. 2014. Corporeal ethics and the politics of resistance in organizations. Organization, 21(6): 782796.CrossRefGoogle Scholar
Reinecke, J., & Ansari, S. 2015. What is a “fair” price? Ethics as sensemaking. Organization Science , 26(3): 867888.CrossRefGoogle Scholar
Reinecke, J., Denis, G.G., & Palazzo, G. 2016. Qualitative methods in business ethics, corporate responsibility, and sustainability research. Business Ethics Quarterly, 26(4): xiiixxii.CrossRefGoogle Scholar
Rosenberg, M. 1990. Reflexivity and emotions. Social Psychology Quarterly, 53(1): 312.CrossRefGoogle Scholar
Ruebottom, T, & Auster, E.R. 2018. Reflexive dis/embedding: Personal narratives, empowerment and the emotional dynamics of interstitial events. Organization Studies, 39(4): 467490.CrossRefGoogle Scholar
Sandberg, J. 2005. How do we justify knowledge produced within interpretive approaches? Organizational Research Methods, 8(1): 4168.CrossRefGoogle Scholar
Sandberg, J., & Tsoukas, H. 2015. Making sense of the sensemaking perspective: Its constituents, limitations, and opportunities for further development. Journal of Organizational Behavior, 36, 632.CrossRefGoogle Scholar
Schabram, K., & Maitlis, S. 2017. Negotiating the challenges of a calling: Emotion and enacted sensemaking in animal shelter work. Academy of Management Journal, 60(2): 584609.CrossRefGoogle Scholar
Schwartz, M.S. 2016. Ethical decision-making theory: An integrated approach. Journal of Business Ethics, 13(9): 755776.CrossRefGoogle Scholar
Scott, E.D. 2002. Organizational moral values. Business Ethics Quarterly, 121: 3355.CrossRefGoogle Scholar
Sekerka, L., Lindsey, N., & Godwin, R. 2012. Use of Balanced Experiential Inquiry to build ethical strength in the workplace. Journal of Management Development , 31(3): 275286.CrossRefGoogle Scholar
Shoukry, H. & Cox, E. 2018. Coaching as a social process. Management Learning, 49(4): 413428.CrossRefGoogle Scholar
Sloan, P., & Oliver, D. 2013. Building trust in multi-stakeholder partnerships: Critical emotional incidents and practices of engagement. Organization Studies, 34(12): 18351868.CrossRefGoogle Scholar
Sonenshein, S. 2007. The role of construction, intuition, and justification in responding to ethical issues at work: The sensemaking-intuition model. Academy of Management Review, 32(4): 10221040.CrossRefGoogle Scholar
Sonenshein, S. 2009. Emergence of ethical issues during strategic change implementation. Organization Science, 20(1): 223239.CrossRefGoogle Scholar
Steigenberger, N. 2015. Emotions in sensemaking: A change management perspective. Journal of Organizational Change Management, 28(3): 432451.CrossRefGoogle Scholar
Stelter, R. 2007. Coaching: A process of personal and social meaning making. International Coaching Psychology Review, 2(2): 178190.Google Scholar
ten Bos, R., & Willmott, H. 2001. Towards a post-dualistic business ethics: Interweaving reason and emotion in working life. Journal of Management Studies, 38(6): 769793.Google Scholar
Vogus, T. J., Rothman, N. B., Sutcliffe, K. M., & Weick, K. E. 2014. The affective foundations of high reliability organizing. Journal of Organizational Behavior, 35(4): 592596.CrossRefGoogle Scholar
Weber, K., & Glynn, M.A. 2006. Making sense with institutions: Context, thought and action in Karl Weick’s theory. Organization Studies, 27(11): 16391660.CrossRefGoogle Scholar
Weick, K. E. 1988. Enacted sensemaking in crisis situations. Journal of Management Studies, 25: 305317.CrossRefGoogle Scholar
Weick, K. E. 1995. Sensemaking in organizations. London: Sage.Google Scholar
Weick, K.E. 2001. Making sense of the organization . Oxford: Blackwell Publishing.Google Scholar
Weick, K. E. 2012. Organized sensemaking: A commentary on processes of interpretive work. Human Relations, 65: 141153.CrossRefGoogle Scholar
Wray-Bliss, E. 2009. Ethics: Critique, ambivalence and infinite responsibilities unmet. In Alvesson, M., Bridgman, T., & Willmott, H. (Eds.), The Oxford handbook of critical management studies: 267285. Oxford: Oxford University Press.CrossRefGoogle Scholar