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Crossing Chronotopes in the Polyphonic Organisation: Adventures in Experience
Sullivan, Paul W. Madill, A. Glancy, M. Allen, P.
Sullivan, Paul W.
Madill, A.
Glancy, M.
Allen, P.
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Publication Date
2015-08-17
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© 2015 TAMARA: vol 13 issue 1-2, website: https://tamarajournal.com/ : reproduced with permission from the publisher.
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2015-08-15
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388-1432-1-PB.pdf
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Additional title
Crossing Chronotopes in the Polyphonic Organisation: A dialogical analysis of the comedy industry
Abstract
The �Polyphonic Organisation� is an emerging root?metaphor for the multiple voices that constitute an organisation. In this article, we explore the narrative concept of the �chronotope� as a feature of the polyphonic organisation. The chronotope, in a general sense, refers to the matrix of time�space�value within organisations. We argue that the chronotope is important because it introduces boundaries between voices and helps explain the difficulties of achieving dialogue across different organisational spaces.
More specifically, there are multiple kinds of chronotopes that generate different time�space matrices within the polyphonic organisation. Our aim is to examine chronotope crossings as part of the work of being heard. This is a theoretical argument drawing significantly on Bakhtin�s work on the chronotope. To explore the argument in practice, we draw on original fieldwork within the comedy industry. Here we identified three kinds of chronotopes:
- the comedy�offence boundary;
- the commissioning landscape;
- platform spaces.
We also found that moving within and between these chronotopes involved a variety of experiential �adventures� (such as hope and disappointment), each with its own specific chronotope. Overall, we argue that the concept of the polyphonic organisation is significantly enriched by attending to the role of the chronotope, which helps illuminate the barriers and porous boundaries between voices.
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Citation
Sullivan PW, Madill A, Glancy M et al (2015) Crossing Chronotopes in the Polyphonic Organisation: Adventures in Experience. Tamara Journal for Critical Organizational Inquiry. 13(1-2): 55-65.
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