TAILIEUCHUNG - Systems and Organisational Change A Socio-technical Insight_3

Tham khảo tài liệu 'systems and organisational change a socio-technical insight_3', kinh doanh - tiếp thị, quản trị kinh doanh phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả | Why ERPs Disappoint 81 make the decision. Paul for his part calls although discreetly on a different authority that of SAP. The issue is clear which text takes precedence. The authority resides in that office that can choose the right text and thus effectively author it. The Role of Conversation We cited Halliday and Hasan s definition of text as a string of language that is doing some job in some context. The context they had in mind is communication. Put somewhat differently a text is not a text because someone spoke or wrote it. Nor is it a text because someone interpreted it heard or read it. It is a text because it is both authored and read. Only in this way can it do its job. What we were observing in the long ongoing conversation linking Labopharma and its system supplier over a 2-year period was to start with a confrontation of texts and the tissue of identities they mediated that progressively transformed itself into a new text one that now reflected a modified set of practices. It took time but eventually compromises were worked out and the situation stabilised. It was not that first they negotiated a new text and then applied it to practice. Nor was it that the practice changed but the text remained. Text and the practice of conversation are not autonomous phenomena. They are mutually generative. As Giddens 1984 has observed Human action occurs as a durée a continuous flow of conduct as does cognition . Action is not a combination of acts acts are constituted only by a discursive moment of attention to the durée of lived-through experience Giddens 1984 p. 3 . The only way people can make sense of their own conversations he is intimating is by texting them. Vice versa they are not even texts until they constitute the matter of a conversation following Halliday and Hasan. That prolonged conversation was however itself more than merely working through the intricacies of adapting the technology to the work habits of the company and vice versa. That is

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