A couple of years ago I became intrigued by the interaction between the theory of the French sociologist Pierre Bourdieu and the practice of action learning, a process of facilitated group coaching. In other words, how the theory of one might shine a light on the practice of the other. The aspects of Bourdieu theory that I was intrigued about was habitus and field. Habitus being a generative process of habit and repetition, but not one that implies an automatic reflex; instead it is a condition of practice that short cuts the numerous options available to the novice to a narrower range of reasonable contextual possibilities. This being dependent on field, an array of externalities and relations in which one has to move. Each player whose relations constitute the field of a particular practice has their own internalised expression of habitus. This gives everyone in the field an individualised sense of their next step, sensible or not, that needs to be reacted to by others. The field is therefore a complex dynamic affected by power, reputation, tradition, gestures and so on. In short, the ordinary goings on of organisational life of what we might see as common sense hitting a brick wall of unfathomable objection that makes us ask the question: why? Or as we have called it ‘social friction’, a process of noticing between our taken for granted practice and how this is reacted to by others who have their own assumptions and practice too.
Over the past year it has been great to work with Janet McCray and Douglas Board to explore these ideas drawing on interviews with nine medical consultants having gone through and action learning based leadership programme. Following a number of conferences (a notable highlight being the British Sociological Association’s first conference on Bourdieu last year) and workshops our work has now been published in Action Learning: Research and Practice.
To read our paper click here.