Sf aa mar 2011 outsider ethnography
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Transcript of Sf aa mar 2011 outsider ethnography
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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
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Definitions
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What do we mean by “Doing Ethnography”?
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Corporate Ethnography: from traditional ethnography…
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…to “para-ethnography”
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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]
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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
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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
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### 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
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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)
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Back to definitions:
What do we mean by “outsider”?
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*But that’s not the only answer. Depends on the organization & context.
Simplest answer: not an employee*
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“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
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An outsider is somebody who is not part of my…
Organizational Context OrganizationDepartmentWork groupTeam Seniority levelJob typeLocation
Societal ContextGeographicEthnicLinguisticReligionSocial statusWealthEducationFamily
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The Outsider Experience: Re-creating the Hero’s Journey
(one project at a time)
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Outside consultant on The Hero’s Journey
Objective CompanionsCrossing the ThresholdMeeting Helpers & HinderersRoad of Trials Temptations Completion Separation & Departure
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What is your official objective? (hint: they wrote it in your contract)
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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?
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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)
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Crossing the Threshold: going onsite
The physical environment of the client’s workplace is rich with information (material artifacts & context for behaviors and interactions).
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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
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Assessments & judgments Ally? Opponent? Irrelevant / ignore?
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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.
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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.
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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
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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.
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• Wrap-ups & hand-offs • Disposition of materials: notes, reports, etc. • Lessons learned: personal, group • Separation & departure rituals• Celebrations and gifts
Good-byes
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• 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
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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
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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.
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Doing (Para) Ethnography As A Corporate Outsider