Table 5 Suggested and discouraged... | Emerald Publishing

Table 5

Suggested and discouraged practices for managers

Aim	Practices that foster negotiation	Unhelpful practices
Resolving problems of epistemic divisions through epistemic negotiations	Accepting that people simultaneously play different roles within different and sometimes contradictory epistemic cultures	Not considering the challenges faced by those who straddle various epistemic cultures with differing epistemic machineries within organizational contexts
	Creating early opportunities for ‘intense’ communication, including the generation of informal, personal connections	Overly formalizing opportunities for communication that don’t make space for open dialogue about participants’ differing epistemic practices, cultures and status
	Paying attention to ever-present relations of status and power between disciplines and how they are affecting the mobilization of knowledge. Consider the relation of different epistemic ‘machineries’ to status and power	Using top-down managerial measures to expose or regulate the practices and/or performance of individual high-status actors
	Creating opportunities to openly negotiate the types of data used during, for example, improvement efforts, as well as the way the data is generated and analyzed	Making top-down decisions about the kinds of epistemic practices and artefacts to be used in improvement efforts, particularly where these are managerial practices that attempt to control and command particular ways of doing improvement
	Creating space for tensions and conflict; allow people to examine and negotiate epistemic conflicts, and work to develop shared boundaries	Overly ‘sanitizing’ relations between participants, for example through overly prescribed ways of relating

Aim	Practices that foster negotiation	Unhelpful practices
Resolving problems of epistemic divisions through epistemic negotiations	Accepting that people simultaneously play different roles within different and sometimes contradictory epistemic cultures	Not considering the challenges faced by those who straddle various epistemic cultures with differing epistemic machineries within organizational contexts
	Creating early opportunities for ‘intense’ communication, including the generation of informal, personal connections	Overly formalizing opportunities for communication that don’t make space for open dialogue about participants’ differing epistemic practices, cultures and status
	Paying attention to ever-present relations of status and power between disciplines and how they are affecting the mobilization of knowledge. Consider the relation of different epistemic ‘machineries’ to status and power	Using top-down managerial measures to expose or regulate the practices and/or performance of individual high-status actors
	Creating opportunities to openly negotiate the types of data used during, for example, improvement efforts, as well as the way the data is generated and analyzed	Making top-down decisions about the kinds of epistemic practices and artefacts to be used in improvement efforts, particularly where these are managerial practices that attempt to control and command particular ways of doing improvement
	Creating space for tensions and conflict; allow people to examine and negotiate epistemic conflicts, and work to develop shared boundaries	Overly ‘sanitizing’ relations between participants, for example through overly prescribed ways of relating

Source(s): Authors’ own work