Organisational consequences of primary task ambiguity and the associated dynamics of task absence

Potter, H 2006, 'Organisational consequences of primary task ambiguity and the associated dynamics of task absence', Socio-Analysis, vol. 8, pp. 49-66.


Document type: Journal Article
Collection: Journal Articles

Title Organisational consequences of primary task ambiguity and the associated dynamics of task absence
Author(s) Potter, H
Year 2006
Journal name Socio-Analysis
Volume number 8
Start page 49
End page 66
Total pages 17
Publisher Group Relations Australia
Abstract Confronted with high levels of organisational disturbance and conflict, this paper tells the story of the author's attempt to understand resistance to working with what appeared to be an underlying issue of primary task ambiguity. Hypothesised to be a defence against what Hirshchorn (1999) has called 'the Primary Risk', the strategic dilemma of a change in Primary Task is complicated by powerful dynamics associated with the notion of 'task absence' explored by Long (2000). As an illustrative case study, focusing on a critical phase in the life of an organisation, the paper links these two concepts and provides a detailed account of their emotional and operational impact in the absence of a space to work creatively with task ambiguity and absence. In an 'Afterword' the author reflects on the case study in the light of Hoggett's (2006) discussion of the contested nature of primary task and the core issue of 'survival with value' that underpins the legitimacy of public sector organisations.
Subject Business and Management not elsewhere classified
Copyright notice © Group Relations Australia
ISSN 1442-4444
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