Power and Recognition in the Dialogic Dispositif
DOI:
https://doi.org/10.7146/nys.v1i66.144924Keywords:
dialogical turn; coaching; recognition and power; dispositif; ethnomethodological conversational analysis (EMCA)Abstract
This article is based on the dialogical turn with the proliferation of dialogue as a practice and an ideal, encompassing the involvement and recognition of citizens, users, patients, students, and employees, in local democracy, decision-making processes, learning situations, organizations, and workplaces. We undertake a meticulous examination of a coaching conversation occurring between a leader and an employee in a social institution. The overarching objective of this article is methodological in nature, as we base our analytical framework on the combination of Ethnomethodology and Conversational Analysis (EMCA) with Michel Foucault's power analysis, concept of dispositif, and technology comprehension. This amalgamation, bridges traditionally different academic paradigms and enables us to pinpoint the concrete manifestations of power and elucidate an array of social technologies. In our analysis, we accentuate the employee power, an aspect hitherto underrepresented in extant research literature. Our analysis demonstrates how the potential for employee power is enhanced and emerges when leaders adopt an appreciative coaching approach. Overall, the article presents an analytical, methodological design with an exemplary analysis of power specifically related to the emergence of the dialogic turn, and thus contributes to the existing research literature within the field of ethnographic interactionist studies.
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