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exclusion with difference. In a different light, looking at discourse as a performance highlights the way in which
Ashcraft sees discourse constituting gender. If we were to value difference then it would involve celebrating asymmetrical power relations (Ashcraft and Pakanowsky, 1996). She advocates that the process of interaction will elicit the audience to see a new perspective. A fresh set of lenses can definitely help insiders and outsiders understand that larger context and may pair then with better understanding.
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Organized dissonance brings about tensions that are among areas of: equality/inequality, centralization/decentralization, stability/flexibility, and individual/community. By disrupting the ideal harmonious hybrid organized dissonance meets goals that are contradictory. Ashcraft argues that the idea of cautiously pairing members with the “enemy” may be a better way to permit
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and appropriate place than others. For example, when we craft our “professional” self then we must also enact “Whiteness,” because of the dilution of cultural identities and having “whiteness” as a homogeneous and invisible standard. Here
Ashcraft suggests to examine the idea that we are all raced beings, including that of Whiteness.
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strategically applied can allow organizational productivity and innovation to flourish. She discusses that theorizing race could help by exposing and engaging it as a serious matter within the organization. This will allow members to better grasp how race gets organizations become raced and how race gets organized.
418:, where the focus is on communication that is “about” organizations. This would also include how a larger society, such as media, illustrates and negotiates its establishments and the very notion of work. These four frames situate forms differently they can also be positioned in terms of affinity and overlap.
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misunderstandings and management styles. It is described as being an unfortunate behavior of members inside an organization and not as a distinctive organizational creation. It is important to study experiences that comparative to workers of multiple racial groups within diverse organizational environments.
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The second message is that “race is relevant in so far as it involves cultural differences, which can be identified, valued, and managed to improve organizational performance” (Ashcraft & Allen, 2003). Here stands a desperate need for appreciation and understanding to cultural diversity, which if
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about rationality, forms of organization, and power. Organized dissonance is a distinctive paradoxical form of hybrid that gets enlightened by feminist bureaucracy. This term describes an efficiently united set of forms that are thought to be confrontational. In
Ashcraft's words, it is a “ strategic
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hybrid looks at how organizational members dealt with contradicting forms in quotidian practices. Ashcraft looks at how through hybrid forms of organizing, organizations want to find and create different options than simply the bureaucratic structure. She discusses how some organizations move from a
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and remains relatively unchanged over time. In organizational settings, power becomes relevant in how gender differences are distinguished and belittled. Frame 1 is centered on the ways in which gender identity shapes how individuals interact with each other. In this sense communication is treated as
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tendencies are more sought out and collectivism displays a way to pursue empowerment by seeking to be harmonious in both private and public spheres. Feminist
Organizations are a resource that no one had truly delved into in the past. Ashcraft displays how if included within management then research
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If we look into our industry's racial roots we will be able to have a richer understanding on how organizing is raced very deeply. When looking at race an important aspect that
Ashcraft delves into is being sensitive to absence and presence. Here she looks at both why and how race draws our obvious
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The fifth message is “white (collar) workplaces and work/ers constitute “universal” settings, identities, and practices” 2003. This is to say that organizations can colonize their members in various ways, but by placing assumptions on a “universal” worker may place some members in a more favorable
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Organized dissonance is a class of hybrid organization; its strategic incongruity is its guiding presumption. Organizations meet commands and objectives that conflict by employing incompatible forms. This ultimately allows members to interact with contradicting dialect that is quite deliberate.
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Frame 2 is
Discourse (Dis)Organizes Gender, and it speaks to identity as something that is “done.” In her second frame, Ashcraft proposes that discourse and gender identity have a dialectical and interactional relationship. Our everyday performances, or micro-practices play a large role in our
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produces, solidifies, interrupts, and modifies gender identity. In one way, institutional discourse sides more with the individual rather than systematic tendencies. It separates women and men, it normalizes dominant groups’ discourse, and it warrants rationale for organizational control and
472:. Too often do we focus meticulously on gendered ways of organizing and we consistently ignore how we are essentially raced. When looking at diversity there are many misunderstandings and aspects that are left out that tie into the way we see diversity in the workplace. Ashcraft, along with
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that is fixed with comparatively predictable outcomes on one's outlook or actions. Issues of race are also usually constrained to practice and “professional” settings. She suggests that displaying race as a central element in an organization can help by incorporating issues of race within
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The fourth message is that “racial discrimination is a function of personal bias, interpersonal misunderstanding, organizational failure to manage cultural differences, and disproportionate demographics” (Ashcraft & Allen, 2003). Discrimination comes from numerous sources including
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rapidly spreads, organizations are expected to employ and understand differences among cultures. Another aspect is that all of the cultural differences correspond to those that are between nations. Ashcraft discusses that we can point to and expand on ranges of racial categories and
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The first message is that “race tends to be depicted as separate, singular that is relevant only under certain circumstances”. It is simultaneously being concealed as something that has previously been written in institutions. When we discuss race, it often seems to demonstrate an
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Ashcraft, K. L. (2005). Feminist organizational communication studies: Engaging gender in public and private. In S. May & D. K. Mumby (Eds.), Engaging
Organizational Communication Theory & Research: Multiple Perspectives (pp. 141–170). Thousand Oaks, CA:
283:. She looks at identity in the workplace and organizational structures. Specifically she studies issues of diversity, hybrid organizations, gender and power. Being an organizational communication scholar, she sees discourse as central to understanding our
335:. Her work explores communication through a critical and feminist lens. When looking in the setting of a professional organization the structure of it is significant to the way it runs and its outcomes. While Ashcraft explores issues of diversity,
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It is significant for
Ashcraft to study and initiate discourse over troubling questions because they are much overdue. After sparking awareness, eventually she has a vision to rebuild the racial foundation of organizational communication.
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to teach in 2009 and where she remains today as a professor. She is a feminist communication scholar who studies objects in a wider political, cultural, and economic context. Her research has primarily covered
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Ashcraft, K. L., & Kedrowicz, A. (2002). Self-direction or social support?: Nonprofit empowerment and the tacit employment contract of organizational communication studies. Communication
Monographs, 69,
323:, professional identity, and alternative organizational forms. With a major focus on her work on feminism in organization communication she is able to delve into areas of underrepresented gender groups.
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ways. In this way, culture's of organizations have an interplay with raced organizations in that it supports or contradicts social constructions of race and gender that happen at the societal level.
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Ashcraft, K. L., & Pacanowsky, M. E. (1996). “A woman’s worst enemy”: Reflections on a narrative of organizational life and female identity. Journal of
Applied Communication Research, 24, 1–23.
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Ashcraft, K. L., & Pacanowsky, M. E. (1996). “A woman’s worst enemy”: Reflections on a narrative of organizational life and female identity. Journal of Applied Communication Research, 24, 1–23.
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structure has been utilized over years and at times been seen to be reasonable and helpful, but alternative structures that call on different aspects can also be helpful. Since
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attention and indefinite silence to certain things. Ashcraft displays how institutional powers use both race and gender to delineate members as having less credibility or in
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are often less ideologically pure but more receptive to practical troubles, may better assist in institutional improvements, emancipatory revisions, or resistant behaviors. A
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Ashcraft, K. L. & Flores, L. A. (2003). “Slaves with white collars": Persistent performances of masculinity in crisis. Text and Performance Quarterly, 23 (1), 1–29.
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The third way that Ashcraft frames her discussion is through gendered organizations. which speak to organizations being gendered in order to demonstrate and replicate
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Ashcraft, K. L. (2000). Empowering "professional" relationships: Organizational communication meets feminist practice. Management Communication Quarterly, 13, 347–392.
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has historically been known to be an expression that favors a male ideology, feminist have been known to advocate collectivism. Traditionally bureaucracies have been
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The majority of Ashcraft's work takes place within professional organizations. A frequent area in which she researches are the effects communication differences is
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that is encompassed within each in order to steer away from racial bifurcations. We can then propose essential possibilities to “cultural difference” race models.
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Ashcraft examines how discursive messages constitute organizational setting's gendered identity, instead of reflecting it. In this way, she discusses how
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in the Organizational Communication Division in 2004, and she was named the Virgil C. Aldrich Fellow by the Tanner Humanities Center at the
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Ashcraft has been the recipient of many academic honors and awards. Following are just some of her honors: Article of the Year Award for
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Ashcraft, K. L. & Allen, B. J. (2003). The racial foundation of organizational communication. Communication Theory, 13(1), 5-38.
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The third message is that “all cultural differences are synonymous with international variations” (Ashcraft & Allen, 2003). As
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Ashcraft, K. L. (2001). Organized dissonance: Feminist bureaucracy as hybrid form. Academy of Management Journal, 44, 1301-1322.
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The hybrid that erodes from her research she terms “organized dissonance.” The idea of this is that it interrupts the hegemonic
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Ashcraft, K. L. & Mumby, D. K. (2004). Reworking Gender: A Feminist Communicology of Organization. Thousand Oaks, CA: Sage.
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Ashcraft discusses speaking of organizational systems and behaviors as gendered but it is also important to be thinking about
460:. Ashcraft argues that seeing these tensions that come out of hybrid forms of organizing is of great importance to examine.
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in authority, having impersonal relations, and biased notions of objectivity and rationality. Through feminist organizations
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can create random alliances and uncover alternative viewpoints that may counter current ideologies. She sees feminist
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as well as how communication amounts to organizing. She examines discourse through a lens of a
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Ashcraft, K. L. (1999). Managing maternity leave: A qualitative analysis of temporary executive
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The feminist lens that Ashcraft uses enhances understanding of organizational hybrids. A
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theory as an extension of the larger feminist movement that can be seen independent of
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model to look at the critical role that communication has in one's identity creation.
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field to analyze discourse, power, identity, and gendered organizing relationships.
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Ashcraft's first frame views gender as socially constructed but as deeply rooted in
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Ashcraft, along with Dennis Mumby, present four frames that can be used within the
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in the Organizational Communication Division, in 2006, Book of the Year Award for
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She completed her dissertation and received her PhD in 1998 at the
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from the article and its talk page, especially if potentially
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The final frame that Ashcraft uses is gendered narratives in
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Reworking Gender: A Feminist Communicology of Organization
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is an American communication scholar and professor at the
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