Zygmunt Bauman in his sociological work Liquid Modernity would tell us that we are increasingly finding ourselves in a time of ‘interregnum’. The concept of hypermodernity was introduced by the French social theorist Gilles Lipovetsky. In a hypermodern culture, he wrote. But there are now signs – argues GillesLipovetsky, one of the most original social thinkers in Francetoday – that we’ve entered a new phase of.
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Change in overdrive is a characteristic of our modern global hypermodern culture: Results from the European Communication Monitor show that European communication professionals are helping their organisations to function in a hypermodern culture.
The modern environment organisations must operate in has been hypermorern as a hypermodern society, a successor of the modern, secular-rational society of 20 th century and the individualistic self-expressive postmodern society that came into being after the cultural revolutions of the s and s. A hypermodern society combines the two and accelerates the pace of change.
Gills hypermodern society is a society in overdrive, characterised by a culture of hyper consumption, hyper change and hyper individualism.
The communication function plays an important role in helping the organisation to adapt to a hypermodern society. The concept of hypermodernity was introduced by the French social theorist Gilles Lipovetsky. In a hypermodern culture, he wrote, lipofetsky increasingly large part of life is characterised by an attitude of consumption; also, a majority of people have become turbo-consumers outside the domain of the economy.
The result being not only the selling and buying of vast amounts of products and services, but also a consumer mentality in sectors that traditionally operated according to a different logic – for example health care and education.
Modern rationality is also in overdrive, causing continuous change and flexibility. Furthermore, postmodern individualisation has shifted to hyper narcissism or hyper individualism. For example, everybody is ttimes to behave responsibly on their own accord in all sectors of life. That is also expected of organisations: Hypermodern culture is full of paradoxes.
In fact, paradox is one of the most eye-catching aspects of hypermodernity. For example, while belief in rationality, science and technology is bigger than ever, so is criticism of scientific developments and technological applications. A typical hypermodern organisational paradox is that organisations have to be open and flexible but at the same time should carefully manage and control tumes internal ljpovetsky external environment in order to reach their goals for example to earn a profit and to increase employment.
Meanwhile, the management of organisations is constantly confronted with all kinds of contradicting interests and opinions, not only outside the organisation but also inside by their hypermodern employees. Until now, virtually nothing is known about how organisations and communication professionals relate to these hypermodern challenges. Three different clusters of organisations in Europe as seen by communication professionals. A vast majority of European communication professionals It is a transformation in progress: A little more than 42 per cent consider their organisation as transforming from modern to postmodern, with more emphasis on knowledge, IT, flexible hypermovern of the workforce, innovation and an ethics of virtues.
Hypetmodern transition from postmodern to hypermodern culture is most perceived in communication consultancies Organisations with postmodern and hypermodern characteristics seem faster and better at sensing the trend towards an overarching consumer mentality.
Hypermodern Times: Gilles Lipovetsky
Most of them believe that it has already changed stakeholder communications, while a majority thinks that it will further change itmes in the next three years.
However, while active participation in social debates can be considered a necessity in relating to hypermodern publics, only a minority of European organisations are actively engaged in public debates about contested topics in society.
Organisations participate mostly in debates about ecology and climate See figure 2 for an overview. To what extent does your organisation actively communicate in the following current tumes debates?
Hypermodern Times by Gilles Lipovetsky (4 star ratings)
Scale 1 Not at all —5 Very active. Frequency tiimes on scale points A hypermodern culture of overdrive and paradox yields many new challenges for the communication profession. Organisations have to adapt their structure, activities and their strategic communication to cope with an ever-changing environment.
Results from the European Communication Monitor show that communication professionals in Europe are aware of the changes that are taking place showing that the profession li;ovetsky a good starting position to help organisations surviving in hypermodern times.
Prior to becoming an academic inhe worked in several positions ion public relations and communication, including for the Schiphol Group. Skip to main content. Attitude of consumption The concept of hypermodernity was introduced by the French social theorist Gilles Lipovetsky.
Hypermodern Times: Gilles Lipovetsky | Break The Code
Paradoxes Hypermodern culture is full of paradoxes. Three different clusters of organisations in Europe as seen by communication professionals www. Hypermodern organisations A vast majority of European communication professionals Three different clusters of organisations in Europe as seen by communication professionals Hypermodern communication The transition from postmodern to hypermodern culture is most perceived in communication consultancies Participation hypermdoern European organisations in societal debates www.