Conceptualization
Ali Yasini; Mohammad Adinehvand; Mahmoudreza Kabiri Yeganeh
Abstract
One of the acute forms of organizational and interpersonal misconduct in communication is the phenomenon of gaslighting, which refers to the emotional abuse of an individual or a type of psychological harassment inflicted by others. This is achieved through the imposition of psychological pressures on ...
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One of the acute forms of organizational and interpersonal misconduct in communication is the phenomenon of gaslighting, which refers to the emotional abuse of an individual or a type of psychological harassment inflicted by others. This is achieved through the imposition of psychological pressures on the targeted individual, resulting in a disruption of their organizational duties. Therefore, the aim of the present study is to analyze employees' perceptions and lived experiences of gaslighting in organizational relationships within government organizations in Kermanshah city. To this end, a qualitative research method employing a phenomenological approach was utilized to understand and identify the phenomenon of gaslighting in organizational contexts. The participants in the study consisted of employees from various government organizations in Kermanshah, with a total of 20 interviews conducted using purposive sampling until data saturation was achieved. The inter-rater agreement coefficient was utilized to assess reliability, while validity of the identified codes was ensured through peer review and participant feedback. The results of the content analysis coding revealed that the phenomenon of gaslighting encompasses 18 main categories, which can be categorized into four distinct areas. The first area pertains to management and leadership, which includes categories such as: the manager's inability to accept mistakes, lack of personal accountability, limitations in decision-making, non-acceptance of others' opinions, and dismissal of emotions. The second area relates to communication and social interactions, which includes categories such as: controlling social relationships, disseminating misinformation, instilling uncertainty and doubt in the individual, concealment, and exploiting feelings of sadness and despair. The third area encompasses managerial and professional behaviors, which includes categories such as: blame-oriented behaviors, Machiavellian conduct, bullying, persistent criticism, projecting behaviors, and utilizing past emotions. The fourth area is psychological, which encompasses categories such as controlling employees' personal lives and blame-related behaviors.
Conceptualization
Ahmad Gholipour; Majid Mokhtarianpour; Ezatollah Abbasian
Abstract
Considering the multitude of actors in the public sector and the wide scope of government interventions, the coordination of actors is an important challenge to achieve the goals. However, this concept still has theoretical and conceptual ambiguities, which in turn have challenged its realization. To ...
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Considering the multitude of actors in the public sector and the wide scope of government interventions, the coordination of actors is an important challenge to achieve the goals. However, this concept still has theoretical and conceptual ambiguities, which in turn have challenged its realization. To address the coordination challenge, three important questions should be clarified: What is the coordination of public sector activists? Why there is a need for coordination between public sector activists? And how can it be achieved? In previous studies, different answers have been given to these questions. However, there is a lack of a comprehensive approach to coordination, which combines the findings of various studies. In this research, an attempt has been made to provide a comprehensive framework for thinking about coordination in the public sector using the meta-synthesis method. For this purpose, after several stages of screening, 51 final documents were selected from more than 1000 documents, and by analyzing them in MAXQDA software, what, why, and how the phenomenon of coordination of activists in the public sector was identified in the form of a total of 7 main categories. The answer to "what this phenomenon is" was put in the form of three main categories: «Ratio of Actions Together To Achieve Common Goal», «Coordination Is A Continuum, Not A Dichtonomy» and «Dimensions Of Coordination». The answer to why this phenomenon is needed was put in the form of three main categories: «Prior Necessities», «Posterior Necessities» and «Coordination Costs». Finally, the answer to how to achieve it was put in the main category of «Creating A Clear, Common, And Valid Basis For Action».
