Doing Corporate Ethnography As An Outsider

Mary Walker, VP Organizational Development, Rackspace Society for Applied Anthropology, Annual Conference March 2011

Panel on Corporate Ethnography: Various Topics

Definitions

What do we mean by “Doing Ethnography”?

Corporate Ethnography: from traditional ethnography…

…to “para-ethnography”

Most of what happens in corporations

is para-ethnographyEthnography conducted via ESP

Meaning-making activities that have “an ethnographic sensibility” “…something that approximates ethnographic [activity]…”

“Fast-Capitalism: Para Ethnography & the Rise of the Symbolic Analyst” byDouglas R. Holmes & George C. Marcus. From Frontiers of Capital: Ethnographic Reflections on the New Economy, editors Melissa Fischer & Greg Downey, 2005. Smells like…ethnography

“…an aspect of expert practice…”

“…an alternative and valid method of knowledge” [an alternative to quantitative methods of knowledge]

We need more of this mindset in the world.

We need more of this mindset in the worldJust ask Jaron Lanier

Corporate para-ethnography = activities with an ethnographic mindset - seek understanding & insight into people’s day-to-day lives- avoid value judgments (shoulds, right-vs-wrong, smart-vs-stupid) - respect the full range, variety & weirdness of human experience

-

Classic deep ethnography• Done by professional (usually academic) ethnographers• Long term study (years) • On-site, in-person• In person /participant observation Objectives: • Develop a deep understanding of the full scope of experience of the studied group • Contribute to knowledge of the field & of humanity in general

Para-ethnography • Usually done by non-ethnographers (experts in other disciplines) • Short-term (days, weeks, months)• In-person and/or remote/mediated Objectives:• Develop an understanding of a defined area of activity (bounded scope) • Create recommendations for corporate action

### of people doing adapted or para-ethnography

# people doing classic ethnography (in organizational settings)

there are usually a lot more opportunities to do this -

- than to do this

Study people outside the organization (customers etc.)

with adapted ethno techniques

Para-ethnographic disciplines Examples: human resources, coaching,

organizational development, process improvement, program/project management, etc.

Study people inside the organization (employees) with

adapted ethno techniques

Para-ethnographic disciplines examples: market research, customer experience,

product development, customer service, etc.

“Organizational Ethnography”

External orientation (outside the organization)

Internal orientation (into the organization)

Back to definitions:

What do we mean by “outsider”?

*But that’s not the only answer. Depends on the organization & context.

Simplest answer: not an employee*

“Outsider-ness” in an organizational setting can be complicated…

Summer intern

Acting Leader of X

…varies by context & observer

Overseas affiliate

Temp-to-perm candidate

Long-term on-site vendor Auditor sent from headquarters to field

Executive coach

Ex-employee, now contractor

Internal consultant

You

Executive of a support function

Executive of line function

Full time W2 employee

An outsider is somebody who is not part of my…

Organizational Context OrganizationDepartmentWork groupTeam Seniority levelJob typeLocation

Societal ContextGeographicEthnicLinguisticReligionSocial statusWealthEducationFamily

The Outsider Experience: Re-creating the Hero’s Journey

(one project at a time)

Outside consultant on The Hero’s Journey

Objective CompanionsCrossing the ThresholdMeeting Helpers & HinderersRoad of Trials Temptations Completion Separation & Departure

What is your official objective? (hint: they wrote it in your contract)

What are the unofficial objectives?

Of the person who brought you in: • Outside expert brings credibility • Hit man to do my dirty work • Skill transfer to my internal people • Spend down my budget before I lose it • Experiment, fishing expedition • Responding to pressure from higher-ups • Scapegoat

Yours: • Your own learning• Promote humanistic values in the project,

organization or profession • Get a new reference client • Learn a new company, industry, area, topic• Material for an article / book /

presentation (cough, cough)

Figuring out your sponsor’s unofficial

objectives is key

Know thyselfYou have agency

What matters to you?

Companions

Are you a lone hand?

Or one of a group?

Your outsider experience is heavily dependent on your companions -- other outsiders/consultants you’re

working with (if any)

Crossing the Threshold: going onsite

The physical environment of the client’s workplace is rich with information (material artifacts & context for behaviors and interactions).

Introductions are ritualized encounters that establish a frame for your activities in the organization.

• Who introduces you• To whom, in what order • What is & isn’t said • Implied permission frame• Body language, affect • Status signaling

Meeting & greeting

Assessments & judgments Ally? Opponent? Irrelevant / ignore?

Meeting Helpers &

Hinderers

As people assess your presence in their organization, they decide whether to help, obstruct or stand aside. Mapping allies, opponents & neutrals is part of the outsider experience.

They wouldn’t have hired you if they’d been able to easily do it for themselves.

Road of Trials

There will be monsters and riddles and wolves in sheep’s clothing.

Temptations• Telling clients what they want to hear • Avoiding sacred cows that need scrutiny• Looking the other way: ignoring uncomfortable implications • Thinking the project has no chance of success – but hey, the money’s good

Completion of the project

Some projects fulfill every hope & expectation. Most don’t. • Time pressure• Scope constraints • Changing priorities• Political battles • Your own imperfect skills in navigating challenges

You still have to wrap it up & move on.

• Wrap-ups & hand-offs • Disposition of materials: notes, reports, etc. • Lessons learned: personal, group • Separation & departure rituals• Celebrations and gifts

Good-byes

• Logistical: impaired access to office/plant location, space to work, computer network, phone, meeting invitations, email lists

• Not part of their relationship network – out of communications loop • New kid feeling: lonely, superficial relationships, having to prove self to new people • Inefficiency: everything takes longer because you lack knowledge & connections• No benefits or perks (health care, 401k, PTO etc.)

Weaknesses & hassles of being an outsider

Strengths & joys of being an outsider

• Variety: different projects, different organizations • Development of new skills in becoming a consultant • Psychological growth in “leaving the herd” - proving yourself, going it alone• Higher cash income than insiders • Easier to maintain independence & boundaries

An idiosyncratic bibliographyBlock, Peter. Flawless Consulting: A Guide to Getting Your Expertise Used. Pfeiffer, 3rd edition, 2011.

Cefkin, Melissa, editor. Ethnography and the Corporate Encounter: Reflections on Research in and of Corporations. Berghahn Books, 2009.

Gellner, David and Hirsh, Eric, editors. Inside Organizations: Anthropologists at Work. Berg Publishers, 2001.

Ho, Karen. Liquidated: An Ethnography of Wall Street. Duke University Press, 2009.

Kleiner, Art. Who Really Matters: The Core Group Theory of Power, Privilege & Success. Currency/Doubleday, 2003. Jordan, Ann. Business Anthropology. Ann Jordan. Waveland Press, 2002.

Moeran, Brian. The Business of Ethnography: Strategic Exchange, People & Organizations. Berg Publishers, 2005. Schwartzman, Helen. Ethnography in Organizations. Sage Publications, 2002.Wolcott, Harry. Ethnography: A Way of Seeing. Altamira Press, 2nd edition, 2008. Wright, Susan. The Anthropology of Organizations. Routledge, 1994.

Doing (Para) Ethnography As A Corporate Outsider