Communication, Power and Organization

Intro -- 1 Introduction -- 1.1 Aims and frames of reference -- 1.2 On multiple interpretations -- 1.3 On knowledge-constitutive ideals -- 1.4 Plan of the book -- 2 Information meeting about a new organization -- 2.1 From structure and actor to situation and communication -- 2.2 The advantages and disadvantages of a situational focus -- 2.3 On this study -- 2.4 A short description of the Multi Group -- 2.5 The information meeting -- 2.6 A commentary on method -- 2.7 Comments on the meeting -- 3 The meeting as a culture-constitutive process -- 3.1 Culture, domination and the social construction of reality -- 3.2 The information meeting in a critical-cultural perspective -- 4 The meeting as an expression of power and an occasion for discipline: a Foucault-inspired interpretation -- 4.1 Foucault's concept of power -- 4.2 Critique of Foucault -- 4.3 The information meeting and the activation of power techniques -- 5 The information meeting as communicative distortion: a Habermas-inspired interpretation -- 5.1 Habermas's theory of communicative action -- 5.2 The information meeting in terms of communicative rationality -- 6 Summary and comments -- 6.1 The three interpretations -- 6.2 Comparison of approaches -- 6.3 Commentary on countervailing power -- 6.4 Some less critical views on the information meeting -- 6.5 On the methodology of multiple interpretations of situations -- 6.6 Conclusion -- References -- Author Index.