Classifying in- and out-groups of organizational members as documented through Tales of the Field

What is it about?

People in peripheral positions of an organization often learn through informal networks, shared experiences, and community-based practices—not just through formal education. Competence is built through doing: Skills are developed by participating in work, solving problems, and adapting to local challenges. Peripheral doesn’t mean passive: Svenson challenges the idea that peripheral members are behind or dependent. Instead, he shows how they actively create their own forms of knowledge and innovation. Ethnography reveals hidden strengths: By focusing on lived experiences, Svenson uncovers how learning happens in ways that traditional models often overlook. This chapter looks at how people inside organizations sort and label things—this is called classification. One common way they do this is by dividing things into a “core” (central, important) and a “periphery” (less important or outside). This sorting happens through everyday communication at work. The study uses ethnography, which means the researchers observed real-life behavior to understand how skills and responsibilities are shared in the organization. They found that when knowledge from other groups or departments is ignored or undervalued, it can hurt how well the organization works. The chapter also explains that people create their version of reality through how they talk and act with each other—this idea comes from social constructionism. By looking at how different groups within the organization classify things, the chapter shows that classification is a key part of how organizations function and make decisions.

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Photo by Антон Дмитриев on Unsplash

Photo by Антон Дмитриев on Unsplash

Why is it important?

It reveals hidden power dynamics By showing how organizations classify people and knowledge into “core” and “periphery,” the chapter uncovers how certain voices or skills get valued—while others are ignored. This affects who gets heard, promoted, or trusted. It helps improve organizational effectiveness When knowledge from different subcultures is dismissed, organizations miss out on valuable insights. Recognizing and respecting diverse contributions can lead to better decisions and stronger teamwork. It shows how reality is shaped through communication The chapter explains that people don’t just follow rules—they create meaning through how they talk and act. Understanding this helps leaders manage culture more thoughtfully. It gives practical insight into how organizations work Classification isn’t just theory—it’s something people do every day. This research helps us see how small actions and labels shape big outcomes. It supports inclusive and adaptive workplaces By understanding how classification works, organizations can become more inclusive, avoid bias, and adapt to change more effectively.

Perspectives