Who Controls the Looking Glass? Towards a Conversational Understanding of Organizational Theatre

This paper presents a longitudinal study of interactive organizational theatre. Managers of a large home care organization used 30 instances of organizational theatre over a one year period to effect organizational change. We found that neither management, who had hoped that employees would accept and internalize the messages accompanying the play, nor employees, who used the liminal spaces to express their own take on the organization’s issues, achieved their aims directly. Yet a year later, organizational performance and satisfaction were significantly improved—much of this was attributed to the play. To explain this, we develop a conversational theory of change, one where ‘conversation pieces’ are central. We also speculate on the properties that conversation pieces and conversational systems like organizational theatre must have if they are to effect change.N/

Ilegalismos urbanos e a cidade

Tomando como ponto de partida situações encontradas nas periferias paulistas, este artigo discute as relações redefinidas das relações entre o informal, o ilegal e o ilícito. Se é verdade que a transitividade entre o legal e ilegal, formal e informal sempre acompanhou a história de nossas cidades (e sociedade), apresenta-se hoje o desafio de construir um jogo de referência distinto do espaço conceitual que vigorava até recentemente, em grande medida regido pelo tema das chamadas incompletudes da modernidade brasileira.<br>Taking as a guideline situations found in the periphery of cities in the State of São Paulo, this article tries to redefine the notions of informal, illegal and illicit. If it is true that the interchange between legal and illegal, formal and informal has always been part of the history of our cities (and society), today the challenge is to build another kind of conceptual space, distant from the usual framework of the so-called incompleteness of Brazilian modernity