Abstract The study examined what it was like for leaders in academia, private practice, and busin... more Abstract The study examined what it was like for leaders in academia, private practice, and business organizations to be in a state of negative capability during periods of uncertainty and conflict in the workplace. “Negative Capability” is an expression that was coined by the English romantic poet John Keats and suggests a peculiar disposition to stay in mysteries, doubts, and uncertainty without the irritable reaching after fact and reason. Interviews were conducted using the interpretative phenomenological analysis (IPA) methodology. The analysis indicates that the context in which a leader is embedded does not have a significant bearing on how that individual experiences and makes sense of negative capability. The majority of participants interviewed appear to have a diminished capacity to contain uncertainty when faced with paradoxical dilemmas. In such situations, they resort to behaviours such as problem solving, consulting others, shutting down, and dispersing as a means of defending against the uncertainty. An interesting correlation seems to exist between negative capability and obsessive-compulsive disorder (OCD). This warrants future research, and is reported in the final section of the paper under “deviant findings.” Keywords: John Keats, interpretative phenomenological analysis (IPA), negative capability, OCD, paradox, levels of abstraction, certainty, uncertainty, dialectics, Zen Buddhism, dispersal, social defenses, reframing.
“The notion of the ‘archetypal paradox’ was advanced as the group context in which the ‘focal per... more “The notion of the ‘archetypal paradox’ was advanced as the group context in which the ‘focal person’ emerges. Within the period of the archetypal paradox, the focal person serves to crystallize and to name the sense of the entrenchment that members feel and the unconscious concerns that are at the core of the archetypal paradox, to challenge and to critique the present order of things, and/or to energize the group toward transformation of the social order. Through these three key functions, the focal person facilitates a reframing of the group’s situation and movement through the paradox.” (Dirkx, 1991, p. 92)
International Journal of Qualitative Methods (IJQM), 2023
One of the criticisms leveled against research and knowledge, especially "knowledge for knowledge... more One of the criticisms leveled against research and knowledge, especially "knowledge for knowledge's sake" is that it seldom goes so far as to make a significant difference in practice. Thousands of doctoral graduates worldwide produce new knowledge every year, only to run out of steam at the end of their doctoral journey. For many, earning their doctorates is sufficient to justify the painstaking academic journey, so they give up the ghost and strive no more to make a difference. As 12th century French abbot St Bernard of Clairvaux writes, "Some seek knowledge for the sake of knowledge-and that is curiosity. Some seek knowledge that they may be known to have knowledge-and that is vanity. Some seek knowledge that they may give to others their knowledge-and that is charity." But how does one apply the knowledge to solve real-world problems? How does what you have learned and discovered, find its way into praxis? How does it find favor with organizational and community leaders who are not academically inclined and could not care less for academic theories and jargon? This paper is inspired by the work of a team of French researchers who have conceptualized and developed an innovative approach entitled "Inductive Process to Analyze the Structure of Lived Experience" (IPSE), which is being successfully integrated into evidence-based medicine (EBM). Taking a cue from EBM, an attempt is made to unpack and elucidate the IPSE framework for doctoral researchers that are unfamiliar with it and offer a compelling case for its application in the practice of social science research, outside the field of medicine.
“The notion of the ‘archetypal paradox’ was advanced as the group context in which the ‘focal per... more “The notion of the ‘archetypal paradox’ was advanced as the group context in which the ‘focal person’ emerges. Within the period of the archetypal paradox, the focal person serves to crystallize and to name the sense of the entrenchment that members feel and the unconscious concerns that are at the core of the archetypal paradox, to challenge and to critique the present order of things, and/or to energize the group toward transformation of the social order. Through these three key functions, the focal person facilitates a reframing of the group’s situation and movement through the paradox.” (Dirkx, 1991, p. 92)
Some cultures of research and inquiry such as action research, grounded theory, ethnography and o... more Some cultures of research and inquiry such as action research, grounded theory, ethnography and others seem rather straightforward, but not "phenomenology.” The latter is perhaps the most misunderstood of all, and yet, all knowledge seems to have been an outgrowth of structures of phenomena and consciousness. What does "understanding the essence of a phenomenon,” mean to you as a researcher? And, what after all, is a phenomenon, really? Would it be something like eating, bathing, dressing, vacationing etc.? Probably not! A phenomenon is an unusual occurrence that is either observed or experienced as we try to make sense of it. For instance, rock and roll and the hippie culture were strange phenomena in the sixties. But not so today. You could say that Facebook and the burgeoning presence of social media are contemporary phenomena. So is the LGBT community that is trying to find its voice in the mainstream. It is to these phenomena that our attention is drawn and we wish to understand and study them further, using phenomenology as a stream of consciousness. It involves immersing ourselves as researchers, in the life-worlds and lived experiences of participants, in order to understand how they make sense of a given phenomenon.
This is a condensed version of the author's phenomenological doctoral study on "negative... more This is a condensed version of the author's phenomenological doctoral study on "negative capability." Fourteen leaders were interviewed using the IPA approach to data collection and interpretation. This should be of interest to counselors, psychotherapists, leaders, conflict mediators, and anyone interested in the work of John Keats.
Purpose The extant literature on virtual communities of practice (VCoPs) reveals ongoing research... more Purpose The extant literature on virtual communities of practice (VCoPs) reveals ongoing research on the technographic profile and virtual experiences of community members, the impact of technology on interpersonal behavior and group dynamics, and the architecture of virtual spaces; however, the literature is relatively mute when it comes to an understanding of the emotional experiences of leading and managing VCoPs. This paper attempts to illuminate various aspects of leading in cyberspace, with special emphasis on the intersection of virtuality and emotion. The paper also explores if a change in context favourably or unfavourably impacts leadership styles and outcomes, when most of the work is carried out in VCoPs. Design/methodology/approach Experiences of two co-leaders (teacher researchers) at an institution of higher learning in UK were examined to draw parallels between their experiences and those of other leaders who run contemporary business organizations, and have been cha...
Review of Professional Management- A Journal of New Delhi Institute of Management
An increasing amount of work is performed today in geographically dispersed team settings that tr... more An increasing amount of work is performed today in geographically dispersed team settings that transcend the boundaries of time, space, culture, and territory. Therefore, the need for a greater understanding of the complexities involved in leading and managing these communities of practice could not be greater. Any group of individuals meeting together for a common, well-defined purpose over a certain period of time, can be loosely defined as a “community of practice” (CoP); however, when the work isprimarily carried out in cyberspace using computer mediated communication (CMC) and its attendant tools and accessories, we generally refer to such communities as “virtual communities of practice” (VCoPs). While the extant literature on networking technologies reveals a lot of research already conducted on the technographic profile, virtual experiences of community members, and the impact of technology on communication, it is relatively mute when it comes to an understanding of the emoti...
Abstract The study examined what it was like for leaders in academia, private practice, and busin... more Abstract The study examined what it was like for leaders in academia, private practice, and business organizations to be in a state of negative capability during periods of uncertainty and conflict in the workplace. “Negative Capability” is an expression that was coined by the English romantic poet John Keats and suggests a peculiar disposition to stay in mysteries, doubts, and uncertainty without the irritable reaching after fact and reason. Interviews were conducted using the interpretative phenomenological analysis (IPA) methodology. The analysis indicates that the context in which a leader is embedded does not have a significant bearing on how that individual experiences and makes sense of negative capability. The majority of participants interviewed appear to have a diminished capacity to contain uncertainty when faced with paradoxical dilemmas. In such situations, they resort to behaviours such as problem solving, consulting others, shutting down, and dispersing as a means of defending against the uncertainty. An interesting correlation seems to exist between negative capability and obsessive-compulsive disorder (OCD). This warrants future research, and is reported in the final section of the paper under “deviant findings.” Keywords: John Keats, interpretative phenomenological analysis (IPA), negative capability, OCD, paradox, levels of abstraction, certainty, uncertainty, dialectics, Zen Buddhism, dispersal, social defenses, reframing.
“The notion of the ‘archetypal paradox’ was advanced as the group context in which the ‘focal per... more “The notion of the ‘archetypal paradox’ was advanced as the group context in which the ‘focal person’ emerges. Within the period of the archetypal paradox, the focal person serves to crystallize and to name the sense of the entrenchment that members feel and the unconscious concerns that are at the core of the archetypal paradox, to challenge and to critique the present order of things, and/or to energize the group toward transformation of the social order. Through these three key functions, the focal person facilitates a reframing of the group’s situation and movement through the paradox.” (Dirkx, 1991, p. 92)
International Journal of Qualitative Methods (IJQM), 2023
One of the criticisms leveled against research and knowledge, especially "knowledge for knowledge... more One of the criticisms leveled against research and knowledge, especially "knowledge for knowledge's sake" is that it seldom goes so far as to make a significant difference in practice. Thousands of doctoral graduates worldwide produce new knowledge every year, only to run out of steam at the end of their doctoral journey. For many, earning their doctorates is sufficient to justify the painstaking academic journey, so they give up the ghost and strive no more to make a difference. As 12th century French abbot St Bernard of Clairvaux writes, "Some seek knowledge for the sake of knowledge-and that is curiosity. Some seek knowledge that they may be known to have knowledge-and that is vanity. Some seek knowledge that they may give to others their knowledge-and that is charity." But how does one apply the knowledge to solve real-world problems? How does what you have learned and discovered, find its way into praxis? How does it find favor with organizational and community leaders who are not academically inclined and could not care less for academic theories and jargon? This paper is inspired by the work of a team of French researchers who have conceptualized and developed an innovative approach entitled "Inductive Process to Analyze the Structure of Lived Experience" (IPSE), which is being successfully integrated into evidence-based medicine (EBM). Taking a cue from EBM, an attempt is made to unpack and elucidate the IPSE framework for doctoral researchers that are unfamiliar with it and offer a compelling case for its application in the practice of social science research, outside the field of medicine.
“The notion of the ‘archetypal paradox’ was advanced as the group context in which the ‘focal per... more “The notion of the ‘archetypal paradox’ was advanced as the group context in which the ‘focal person’ emerges. Within the period of the archetypal paradox, the focal person serves to crystallize and to name the sense of the entrenchment that members feel and the unconscious concerns that are at the core of the archetypal paradox, to challenge and to critique the present order of things, and/or to energize the group toward transformation of the social order. Through these three key functions, the focal person facilitates a reframing of the group’s situation and movement through the paradox.” (Dirkx, 1991, p. 92)
Some cultures of research and inquiry such as action research, grounded theory, ethnography and o... more Some cultures of research and inquiry such as action research, grounded theory, ethnography and others seem rather straightforward, but not "phenomenology.” The latter is perhaps the most misunderstood of all, and yet, all knowledge seems to have been an outgrowth of structures of phenomena and consciousness. What does "understanding the essence of a phenomenon,” mean to you as a researcher? And, what after all, is a phenomenon, really? Would it be something like eating, bathing, dressing, vacationing etc.? Probably not! A phenomenon is an unusual occurrence that is either observed or experienced as we try to make sense of it. For instance, rock and roll and the hippie culture were strange phenomena in the sixties. But not so today. You could say that Facebook and the burgeoning presence of social media are contemporary phenomena. So is the LGBT community that is trying to find its voice in the mainstream. It is to these phenomena that our attention is drawn and we wish to understand and study them further, using phenomenology as a stream of consciousness. It involves immersing ourselves as researchers, in the life-worlds and lived experiences of participants, in order to understand how they make sense of a given phenomenon.
This is a condensed version of the author's phenomenological doctoral study on "negative... more This is a condensed version of the author's phenomenological doctoral study on "negative capability." Fourteen leaders were interviewed using the IPA approach to data collection and interpretation. This should be of interest to counselors, psychotherapists, leaders, conflict mediators, and anyone interested in the work of John Keats.
Purpose The extant literature on virtual communities of practice (VCoPs) reveals ongoing research... more Purpose The extant literature on virtual communities of practice (VCoPs) reveals ongoing research on the technographic profile and virtual experiences of community members, the impact of technology on interpersonal behavior and group dynamics, and the architecture of virtual spaces; however, the literature is relatively mute when it comes to an understanding of the emotional experiences of leading and managing VCoPs. This paper attempts to illuminate various aspects of leading in cyberspace, with special emphasis on the intersection of virtuality and emotion. The paper also explores if a change in context favourably or unfavourably impacts leadership styles and outcomes, when most of the work is carried out in VCoPs. Design/methodology/approach Experiences of two co-leaders (teacher researchers) at an institution of higher learning in UK were examined to draw parallels between their experiences and those of other leaders who run contemporary business organizations, and have been cha...
Review of Professional Management- A Journal of New Delhi Institute of Management
An increasing amount of work is performed today in geographically dispersed team settings that tr... more An increasing amount of work is performed today in geographically dispersed team settings that transcend the boundaries of time, space, culture, and territory. Therefore, the need for a greater understanding of the complexities involved in leading and managing these communities of practice could not be greater. Any group of individuals meeting together for a common, well-defined purpose over a certain period of time, can be loosely defined as a “community of practice” (CoP); however, when the work isprimarily carried out in cyberspace using computer mediated communication (CMC) and its attendant tools and accessories, we generally refer to such communities as “virtual communities of practice” (VCoPs). While the extant literature on networking technologies reveals a lot of research already conducted on the technographic profile, virtual experiences of community members, and the impact of technology on communication, it is relatively mute when it comes to an understanding of the emoti...
Please see attached a short article on the use and deployment of the "Interpretative Phenome... more Please see attached a short article on the use and deployment of the "Interpretative Phenomenological Analysis" (IPA) for making sense of, and analyzing qualitative data. It's a turnkey approach developed in the UK by Jonathan Smith et al. at the University of Birkbeck. The redeeming feature of this approach is its ease of use, especially for the novice researcher and the more advanced candidates who are looking to make sense of novel phenomena.
Please see attached a short article on the use and deployment of the "Interpretative Phenome... more Please see attached a short article on the use and deployment of the "Interpretative Phenomenological Analysis" (IPA) for making sense of, and analyzing qualitative data. It's a turnkey approach developed in the UK by Jonathan Smith et al. at the University of Birkbeck. The redeeming feature of this approach is its ease of use, especially for the novice researcher and the more advanced candidates who are looking to make sense of novel phenomena.
Abstract
The study examined what it was like for leaders in academia, private
practice, and busin... more Abstract The study examined what it was like for leaders in academia, private practice, and business organizations to be in a state of negative capability during periods of uncertainty and conflict in the workplace. “Negative Capability” is an expression that was coined by the English romantic poet John Keats and suggests a peculiar disposition to stay in mysteries, doubts, and uncertainty without the irritable reaching after fact and reason. Interviews were conducted using the interpretative phenomenological analysis (IPA) methodology. The analysis indicates that the context in which a leader is embedded does not have a significant bearing on how that individual experiences and makes sense of negative capability. The majority of participants interviewed appear to have a diminished capacity to contain uncertainty when faced with paradoxical dilemmas. In such situations, they resort to behaviours such as problem solving, consulting others, shutting down, and dispersing as a means of defending against the uncertainty. An interesting correlation seems to exist between negative capability and obsessive-compulsive disorder (OCD). This warrants future research, and is reported in the final section of the paper under “deviant findings.”
Keywords: John Keats, interpretative phenomenological analysis (IPA), negative capability, OCD, paradox, levels of abstraction, certainty, uncertainty, dialectics, Zen Buddhism, dispersal, social defenses, reframing.
This short presentation is designed to provide the researcher with working knowledge on the use a... more This short presentation is designed to provide the researcher with working knowledge on the use and deployment of IPA, given its complexities and nuances. If you'd like to watch my presentation on YouTube, click on the following link:
A break in your doctoral studies is often helpful, but will also cost you dearly in terms of both... more A break in your doctoral studies is often helpful, but will also cost you dearly in terms of both, finances and the emotional energy that it takes to pick up where you left off. What would you rather do, get back on the bus and complete your journey, or continue to pay back loans for a terminal degree that you ended up not earning? If only you had pushed harder, longer, and not given up when you ran out of gas, it may well have been yours!
An increasing amount of work is performed today in geographically dispersed team settings that tr... more An increasing amount of work is performed today in geographically dispersed team settings that transcend the boundaries of time, space, culture, and territory. Therefore, the need for a greater understanding of the complexities involved in leading and managing these communities of practice could not be greater. Any group of individuals meeting together for a common, well-defined purpose over a certain period of time, can be loosely defined as a “community of practice” (CoP); however, when the work isprimarily carried out in cyberspace using computer mediated communication (CMC) and its attendant tools and accessories, we generally refer to such communities as “virtual communities of practice” (VCoPs). While the extant literature on networking technologies reveals a lot of research already conducted on the technographic profile, virtual experiences of community members, and the impact of technology on communication, it is relatively mute when it comes to an understanding of the emotional experiences of leading and managing VCoPs. It is generally believed that the same set of principles and techniques that are deployed by successful leaders in face-to-face settings will in effect, be equally productive in cyberspace as well. An attempt will be made in this paper to illuminate various aspects of leading in cyberspace with special emphasis on the intersection of “virtuality” and “emotion.” Some questions that are addressed in the overview have to do with the kinds of anxieties that are invoked in a leader when working virtually, how the leader copes with such anxieties without losing focus on the task at hand, and what kind of renegotiation and accommodation must occur, in order to account for the absence of non-verbal communication, spatial indicators, and other paralinguistic cues that are typically taken for granted in face-toface settings. Using their own feelings and emotions as a guide, what might leaders do in a virtual setting that can enhance the frequency and quality of communication, the development of “swift trust” between members, and the creation of a values-driven enterprise where the leader’s external authority and control are no longer the primary determinants of members’ motivation and sense of purpose? The paper explores in depth, “contextual leadership,” and examines VCoPs through two different lenses.
Detailed outline of the two-day phenomenology workshop that was facilitated in January of 2017 in... more Detailed outline of the two-day phenomenology workshop that was facilitated in January of 2017 in India at IIM-Trichy, TISS, Mumbai, and Amity Institute of Behavioral Health and Allied Sciences
An invitation to scholar-practitioners, graduate students, and others interested in exploring org... more An invitation to scholar-practitioners, graduate students, and others interested in exploring organizations through a pscyhodynamic lens.
Negative capability is a form of apophasis, which is the practice of understanding a phenomenon b... more Negative capability is a form of apophasis, which is the practice of understanding a phenomenon by denying its existence. It is through negation and denial that we often come to terms with its true essence... An example would be of a person saying, "I am here to state my own party's position. I am not going to bring up my opponent's questionable dealings!" Here, the speaker is alluding to something by denying it will be mentioned!
It is not often that one seizes an opportunity to be the pioneer for a brand new frontier, someth... more It is not often that one seizes an opportunity to be the pioneer for a brand new frontier, something that has never been previously attempted for a variety of reasons. It is even harder when what you are about to attempt, not only flies in the face of logic and reason but also invites harsh criticism from peers, and challenges existing dogma and tradition. In this paper, I narrate my experiences of hosting and sponsoring the first Tavistock-based group relations conference in late 2006, offered entirely in cyberspace. Rather than discussing in detail, the nuts and bolts of deploying Internet technology for group experiential learning, I have, instead chosen to talk about my own transformative journey that began with conceptualizing the conference in early 2006 and the events that unfolded after I invited a team of experienced conference director, small group/large group consultants, and administrative staff to join the groundbreaking event.
Deploying IPA to Research Novel Phenomena: Negative Capability Revisited (Amazon link: https://www.amazon.com/dp/B0948N42PD?ref_=pe_3052080_397514860), 2021
The study is an outgrowth of the author’s doctoral dissertation entitled “Negative Capability: A ... more The study is an outgrowth of the author’s doctoral dissertation entitled “Negative Capability: A Phenomenological Study of Lived Experience at the Edge of Certitude and Incertitude” published in 2014. While the current work is centered on both the novel research phenomenon of “negative capability” and the approach deployed to deconstruct and analyze it phenomenologically, the focus is on the latter. An attempt has been made to help the nov- ice and intermediate researcher to fully understand the nuanced nature and complexity of the IPA approach in its totality. “Nega- tive Capability” is an expression that was coined by the English romantic poet John Keats and suggests a peculiar disposition to stay in mysteries, doubts, and uncertainty without the irritable reaching after fact and reason. Interviews were conducted us- ing the interpretative phenomenological analysis (IPA) approach. The analysis indicates that the context in which a leader is em- bedded does not have a significant bearing on how that individual experiences and makes sense of negative capability. The major- ity of leaders interviewed appear to have a diminished capacity to contain uncertainty when faced with paradoxical dilemmas. In these situations, they resort to behaviors such as problem solv- ing, consulting others, shutting down, and dispersing as a means of defending against the uncertainty. Exercising servant leader- ship and the intermingling of leaders’ personal and professional lives are strongly emerging themes. Keywords: IPA, John Keats, negative capability, OCD, paradox, levels of abstraction, idiography, hermeneutic phenomenology, relational di- alectics, Zen Buddhism, dispersal, social defenses, reframing.
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The study examined what it was like for leaders in academia, private
practice, and business organizations to be in a state of negative capability
during periods of uncertainty and conflict in the workplace.
“Negative Capability” is an expression that was coined by the English
romantic poet John Keats and suggests a peculiar disposition to stay
in mysteries, doubts, and uncertainty without the irritable reaching
after fact and reason. Interviews were conducted using the interpretative
phenomenological analysis (IPA) methodology. The analysis
indicates that the context in which a leader is embedded does not
have a significant bearing on how that individual experiences and
makes sense of negative capability. The majority of participants
interviewed appear to have a diminished capacity to contain uncertainty
when faced with paradoxical dilemmas. In such situations,
they resort to behaviours such as problem solving, consulting others,
shutting down, and dispersing as a means of defending against the
uncertainty. An interesting correlation seems to exist between negative
capability and obsessive-compulsive disorder (OCD). This warrants
future research, and is reported in the final section of the paper
under “deviant findings.”
Keywords: John Keats, interpretative phenomenological analysis
(IPA), negative capability, OCD, paradox, levels of abstraction, certainty,
uncertainty, dialectics, Zen Buddhism, dispersal, social
defenses, reframing.
https://www.youtube.com/watch?v=vHoR1WEWDL0&t=589s
be loosely defined as a “community of practice” (CoP); however, when the work isprimarily carried out in cyberspace using computer mediated communication (CMC) and its attendant tools and accessories, we generally refer to such communities as “virtual communities of practice” (VCoPs). While the extant literature on networking
technologies reveals a lot of research already conducted on the technographic profile, virtual experiences of community members, and the impact of technology on communication, it is relatively mute when it comes to an understanding of the emotional experiences of leading and managing VCoPs. It is generally believed that the same set of principles and techniques that are deployed by successful leaders in face-to-face settings will in effect, be equally productive in cyberspace as well. An attempt will
be made in this paper to illuminate various aspects of leading in cyberspace with special emphasis on the intersection of “virtuality” and “emotion.” Some questions that are addressed in the overview have to do with the kinds of anxieties that are invoked in a leader when working virtually, how the leader copes with such anxieties without
losing focus on the task at hand, and what kind of renegotiation and accommodation must occur, in order to account for the absence of non-verbal communication, spatial indicators, and other paralinguistic cues that are typically taken for granted in face-toface settings. Using their own feelings and emotions as a guide, what might leaders do in a virtual setting that can enhance the frequency and quality of communication, the
development of “swift trust” between members, and the creation of a values-driven enterprise where the leader’s external authority and control are no longer the primary determinants of members’ motivation and sense of purpose? The paper explores in depth, “contextual leadership,” and examines VCoPs through two different lenses.
An example would be of a person saying, "I am here to state my own party's position. I am not going to bring up my opponent's questionable dealings!" Here, the speaker is alluding to something by denying it will be mentioned!
Keywords: IPA, John Keats, negative capability, OCD, paradox, levels of abstraction, idiography, hermeneutic phenomenology, relational di- alectics, Zen Buddhism, dispersal, social defenses, reframing.