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The Clinical Perspective in Fieldwork
Unlike other types of qualitative research, the clinical perspective in field research does not aim to be impartial and uninvolved. The clinician is usually a consultant brought in specifically to effect change in an organization, and therefore works under a very different set of technical and ethical restraints. Edgar Schein succinctly outlines the clinical perspective in field research, how it differs from other types of qualitative research and its inherent rewards and difficulties.
77 pages, Hardcover
First published January 1, 1987
11 people want to read
About the author
Edgar H. Schein
112 books202 followersEdgar Henry Schein is the Society of Sloan Fellows Professor of Management Emeritus and a Professor Emeritus at the MIT Sloan School of Management.
Schein investigates organizational culture, process consultation, research process, career dynamics, and organization learning and change. In Career Anchors, third edition (Wiley, 2006), he shows how individuals can diagnose their own career needs and how managers can diagnose the future of jobs. His research on culture shows how national, organizational, and occupational cultures influence organizational performance (Organizational Culture and Leadership, fourth edition, 2010). In Process Consultation Revisited (1999) and Helping (2009), he analyzes how consultants work on problems in human systems and the dynamics of the helping process. Schein has written two cultural case studies—“Strategic Pragmatism: The Culture of Singapore’s Economic Development Board” (MIT Press, 1996) and “DEC is Dead; Long Live DEC” (Berett-Kohler, 2003). His Corporate Culture Survival Guide, second edition (Jossey-Bass, 2009) tells managers how to deal with culture issues in their organizations.
Schein holds a BPhil from the University of Chicago, a BA and an MA in social psychology from Stanford University, and a PhD in social psychology from Harvard University.
From:http://mitsloan.mit.edu/faculty/detai...
Schein investigates organizational culture, process consultation, research process, career dynamics, and organization learning and change. In Career Anchors, third edition (Wiley, 2006), he shows how individuals can diagnose their own career needs and how managers can diagnose the future of jobs. His research on culture shows how national, organizational, and occupational cultures influence organizational performance (Organizational Culture and Leadership, fourth edition, 2010). In Process Consultation Revisited (1999) and Helping (2009), he analyzes how consultants work on problems in human systems and the dynamics of the helping process. Schein has written two cultural case studies—“Strategic Pragmatism: The Culture of Singapore’s Economic Development Board” (MIT Press, 1996) and “DEC is Dead; Long Live DEC” (Berett-Kohler, 2003). His Corporate Culture Survival Guide, second edition (Jossey-Bass, 2009) tells managers how to deal with culture issues in their organizations.
Schein holds a BPhil from the University of Chicago, a BA and an MA in social psychology from Stanford University, and a PhD in social psychology from Harvard University.
From:http://mitsloan.mit.edu/faculty/detai...
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November 30, 2010
In this book Schein make his point regarding two very different roles, that, in practice, very often become merged and mixed: the role of the ethnographer as an "invisible" recorder of the nature of a given culture or organization, where he is expected to be unobtrusive and not affecting the daily activities in the place studied.
At the other hand, the clinical perspective, stemming from action research, is a very different role: the clinician is not impartial nor uninvolved. The clinician is usually a consultant brought in specifically to effect change in an organization, but in order to change it he needs to gain trust of members of that organization, and most of all, be helpful.
At the other hand, the clinical perspective, stemming from action research, is a very different role: the clinician is not impartial nor uninvolved. The clinician is usually a consultant brought in specifically to effect change in an organization, but in order to change it he needs to gain trust of members of that organization, and most of all, be helpful.
Displaying 1 of 1 review