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Ethical Vitality: Identity, Responsibility, and Change in an Australian Hospital

Carl Rhodes, Stewart R Clegg, Anjana Anandakumar

International Journal of Public Administration, Volume: 31, Issue: 9, Pages: 1037 - 1057

Swansea University Author: Carl Rhodes

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DOI (Published version): 10.1080/01900690801924215

Abstract

<p class="last">This article reports and reflects on a narrative ethnographic account of organizational change in a large public hospital in Australia. We describe how the conduct and identity positions of people in the hospital were related to three prevalent discourses; one of auth...

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Published in: International Journal of Public Administration
ISSN: 0190-0692 1532-4265
Published: 2008
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URI: https://cronfa.swan.ac.uk/Record/cronfa6618
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last_indexed 2018-02-09T04:34:03Z
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fullrecord <?xml version="1.0"?><rfc1807><datestamp>2011-10-01T00:00:00.0000000</datestamp><bib-version>v2</bib-version><id>6618</id><entry>2012-01-16</entry><title>Ethical Vitality: Identity, Responsibility, and Change in an Australian Hospital</title><swanseaauthors><author><sid>6323f8c559e113b1ead52a0e6bb00043</sid><firstname>Carl</firstname><surname>Rhodes</surname><name>Carl Rhodes</name><active>true</active><ethesisStudent>false</ethesisStudent></author></swanseaauthors><date>2012-01-16</date><abstract>&lt;p class="last"&gt;This article reports and reflects on a narrative ethnographic account of organizational change in a large public hospital in Australia. We describe how the conduct and identity positions of people in the hospital were related to three prevalent discourses; one of authoritarian professionalism, one of collaboration and open disclosure, and one of inspection and retribution. We suggest that the presence of multiple and competing organizational discourses on which to base decisions, highlighted the need for managers to take a personal stake in deciding their own conduct. We propose the notion of &lt;em&gt;ethical vitality&lt;/em&gt; as a means of registering the ways that ethical responsibility can only come alive in organizations when people take, and are in a position to take, a reflexive responsibility for their conduct. On this basis, we suggest that the presence of multiple ethical norms and rules in organizations, on a plural model, might actually make people in organizations &lt;em&gt;more&lt;/em&gt; rather than &lt;em&gt;less&lt;/em&gt; ethically responsible&lt;/p&gt;</abstract><type>Journal Article</type><journal>International Journal of Public Administration</journal><volume>31</volume><journalNumber>9</journalNumber><paginationStart>1037</paginationStart><paginationEnd>1057</paginationEnd><publisher/><placeOfPublication/><issnPrint>0190-0692</issnPrint><issnElectronic>1532-4265</issnElectronic><keywords/><publishedDay>31</publishedDay><publishedMonth>12</publishedMonth><publishedYear>2008</publishedYear><publishedDate>2008-12-31</publishedDate><doi>10.1080/01900690801924215</doi><url/><notes/><college>COLLEGE NANME</college><CollegeCode>COLLEGE CODE</CollegeCode><institution>Swansea University</institution><apcterm/><lastEdited>2011-10-01T00:00:00.0000000</lastEdited><Created>2012-01-16T10:14:52.4970000</Created><path><level id="1">Faculty of Humanities and Social Sciences</level><level id="2">School of Management - Business Management</level></path><authors><author><firstname>Carl</firstname><surname>Rhodes</surname><order>1</order></author><author><firstname>Stewart R</firstname><surname>Clegg</surname><order>2</order></author><author><firstname>Anjana</firstname><surname>Anandakumar</surname><order>3</order></author></authors><documents/><OutputDurs/></rfc1807>
spelling 2011-10-01T00:00:00.0000000 v2 6618 2012-01-16 Ethical Vitality: Identity, Responsibility, and Change in an Australian Hospital 6323f8c559e113b1ead52a0e6bb00043 Carl Rhodes Carl Rhodes true false 2012-01-16 <p class="last">This article reports and reflects on a narrative ethnographic account of organizational change in a large public hospital in Australia. We describe how the conduct and identity positions of people in the hospital were related to three prevalent discourses; one of authoritarian professionalism, one of collaboration and open disclosure, and one of inspection and retribution. We suggest that the presence of multiple and competing organizational discourses on which to base decisions, highlighted the need for managers to take a personal stake in deciding their own conduct. We propose the notion of <em>ethical vitality</em> as a means of registering the ways that ethical responsibility can only come alive in organizations when people take, and are in a position to take, a reflexive responsibility for their conduct. On this basis, we suggest that the presence of multiple ethical norms and rules in organizations, on a plural model, might actually make people in organizations <em>more</em> rather than <em>less</em> ethically responsible</p> Journal Article International Journal of Public Administration 31 9 1037 1057 0190-0692 1532-4265 31 12 2008 2008-12-31 10.1080/01900690801924215 COLLEGE NANME COLLEGE CODE Swansea University 2011-10-01T00:00:00.0000000 2012-01-16T10:14:52.4970000 Faculty of Humanities and Social Sciences School of Management - Business Management Carl Rhodes 1 Stewart R Clegg 2 Anjana Anandakumar 3
title Ethical Vitality: Identity, Responsibility, and Change in an Australian Hospital
spellingShingle Ethical Vitality: Identity, Responsibility, and Change in an Australian Hospital
Carl Rhodes
title_short Ethical Vitality: Identity, Responsibility, and Change in an Australian Hospital
title_full Ethical Vitality: Identity, Responsibility, and Change in an Australian Hospital
title_fullStr Ethical Vitality: Identity, Responsibility, and Change in an Australian Hospital
title_full_unstemmed Ethical Vitality: Identity, Responsibility, and Change in an Australian Hospital
title_sort Ethical Vitality: Identity, Responsibility, and Change in an Australian Hospital
author_id_str_mv 6323f8c559e113b1ead52a0e6bb00043
author_id_fullname_str_mv 6323f8c559e113b1ead52a0e6bb00043_***_Carl Rhodes
author Carl Rhodes
author2 Carl Rhodes
Stewart R Clegg
Anjana Anandakumar
format Journal article
container_title International Journal of Public Administration
container_volume 31
container_issue 9
container_start_page 1037
publishDate 2008
institution Swansea University
issn 0190-0692
1532-4265
doi_str_mv 10.1080/01900690801924215
college_str Faculty of Humanities and Social Sciences
hierarchytype
hierarchy_top_id facultyofhumanitiesandsocialsciences
hierarchy_top_title Faculty of Humanities and Social Sciences
hierarchy_parent_id facultyofhumanitiesandsocialsciences
hierarchy_parent_title Faculty of Humanities and Social Sciences
department_str School of Management - Business Management{{{_:::_}}}Faculty of Humanities and Social Sciences{{{_:::_}}}School of Management - Business Management
document_store_str 0
active_str 0
description <p class="last">This article reports and reflects on a narrative ethnographic account of organizational change in a large public hospital in Australia. We describe how the conduct and identity positions of people in the hospital were related to three prevalent discourses; one of authoritarian professionalism, one of collaboration and open disclosure, and one of inspection and retribution. We suggest that the presence of multiple and competing organizational discourses on which to base decisions, highlighted the need for managers to take a personal stake in deciding their own conduct. We propose the notion of <em>ethical vitality</em> as a means of registering the ways that ethical responsibility can only come alive in organizations when people take, and are in a position to take, a reflexive responsibility for their conduct. On this basis, we suggest that the presence of multiple ethical norms and rules in organizations, on a plural model, might actually make people in organizations <em>more</em> rather than <em>less</em> ethically responsible</p>
published_date 2008-12-31T03:08:09Z
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score 11.037144

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