Teach us to sit still.
An interview with Richard Atherton from the Being Human podcast.
Teach us to sit still.
An interview with Richard Atherton from the Being Human podcast.
Complexity and Management Conference – 17th– 19th May 2019, Roffey Park Institute.
One of the difficulties of thinking, as Hannah Arendt pointed out, is that it tends to unravel things. Next year’s conference will address a theme which has come up again and again in previous conferences, the degree to which questioning, particularly of our own assumptions and value positions, can unsettle. It’s not always easy to question what’s going on, particularly in organisations which encourage us to align and be positive, but what are the ethical consequences of not doing so?
In a recent piece of research carried out for LFHE/Advance HE, we discovered that senior managers in Higher Education establishments may feel conflicted about some of the change projects they are responsible for. Keen to do a good job on the one hand, on the other they may also entertain doubts about the long-term effects of the changes they are implementing. One requirement of surviving in an environment which values change, then, may be the ability to entertain doubt and uncertainty, and to find ways of critically reflecting with others.
Equally, consultants trying to navigate the crowded field of concepts and management fads may find themselves working for clients who seem to be asking for support which the consultant doubts will be helpful – what does it mean to be a critically reflective and reflexive consultant, and what are the ethical implications?
We are delighted to have Professor André Spicer from the Cass Business School, City, University of London to give the keynote on Saturday morning, and help us think these things through. Originally from New Zealand, André holds a PhD from the University of Melbourne. He has held visiting appointments at universities around the world.
André is the author of many academic articles and nine books. The most recent are ‘Business Bullshit’, ’The Stupidity Paradox’ and ‘Desperately Seeking Self Improvement’ He has worked with a range of organisations including Barclays, TFL, Old Mutual, the City of London, the House of Commons, IBM and CAA. He frequently appears in the international media and writes regularly about work and organisations for The Guardian. He is currently working on a book about skepticism and doubt.
On Saturday afternoon we ask conference delegates to suggest workshops that they themselves would like to run consonant with the theme of the conference.
As usual the conference booking page will go live on the university website early in the New Year. The fee for the conference covers all board and lodging from the inaugural dinner on Friday night 17th May, through to lunch on Sunday when the conference finishes.
In addition we will offer the usual one day introduction to the basic concepts of complex responsive processes of relating on Friday 17th.
Lots of people are currently thinking about how we might talk to each other differently, particularly when politics seems to have become so polarised, and what it is that gets in the way of our fully recognising each other. In an interesting article on what he terms ‘denialism’ in The Guardian the other week, Keith Kahn-Harris treats sociologically contestation over what we think to be true. Denialism goes beyond every day denial, of which we are all guilty, but is both ‘combative and extraordinary’, he says. In some ways, Kahn-Harris argues, denialists are like the rest of us: they just want the world to be the way they would like it to be, and to make actual sometimes unspeakable desires. However, where formally denialists tried to emulate the careful work that goes into making an argument that climate change is happening, in other words they spent time and energy building a careful argument, now we encounter post-denialists who might say one thing one day, and another the next. If you like, they feel no need to entertain science-envy by mimicking scientists’ methods, and can speak, like President Trump, off the top of their heads. This has an insidious effect of contributing to an environment where everything is contestable and no-one believable.
One of the interesting things Kahn-Harris does is to kick away the liberal myth that if denialists would stop denying we would necessarily share a common moral view:
‘Denialism is not a barrier to acknowledging a common moral foundation; it is a barrier to acknowledging moral differences. An end to denialism is therefore a disturbing prospect, as it would involve these moral differences revealing themselves directly.’ Continue reading
What’s irritated me about the whole direction of politics in the last 30 years is that it’s always been towards the collectivist society. People have forgotten about the personal society. And they say: do I count, do I matter? To which the short answer is, yes. And therefore, it isn’t that I set out on economic policies; it’s that I set out really to change the approach, and changing the economics is the means of changing that approach. If you change the approach you really are after the heart and soul of the nation. Economics are the method; the object is to change the heart and soul.
Margaret Thatcher Sunday Times, 3 May 1981
I worked with a group of senior managers in a higher education establishment to help them think about their ways of working while they discussed strategy. A pattern emerged in discussion about current difficulties and in anticipation of future changes that drew on ideas of an education marketplace, and which drew forth economic language. Managers were concerned about ‘buy in’ to plans and strategies, they worried about brand, they were anxious about their students’ customer experience, they wondered how they would act if their institution were a supermarket, a supermarket like John Lewis for example. They were anxious about competitive threats from the Chinese, they wanted to make business cases for change, they were concerned about their products. Education needed to be as flexible as possible so that students could consume whatever, whenever they wanted. They were worried about student satisfaction. These notes of market vocabulary were the clearest melody, although there were also contrapuntal themes opposing them – some argued that being business-like isn’t the same as being a business. Continue reading
I had been invited to work with a group identified as ‘talented potential leaders’ in a large public sector organisation in a European country. Workers in the organisation were highly likely to be users of the organisation’s services, a bit like workers in the NHS in the UK because of the size and scope of the organisation. To an extent, then, there is no inside and no outside, no clear-cut distinction between the employees and the ‘customer experience’: employees had very direct access to what it meant to use the organisation’s services, which were widely available.
My role was to encourage the ‘talent’ group to think about how they are thinking, to identify some of the organisational patterns they found themselves caught up in, and to think about how the organisation did strategy. To what extent were accepted ways of undertaking strategy in the organisation helpful? How did they square with their own experience of making plans and trying to implement them?
‘Imagine that you enter a parlor. You come late. When you arrive, others have long preceded you, and they are engaged in a heated discussion, a discussion too heated for them to pause and tell you exactly what it is about. In fact, the discussion has already begun long before any of them got there, so that no one present is qualified to retrace for you all the steps which have gone before. You listen for a while until you decide that you have caught the tenor of the argument, then you put in your oar. Someone answers; you answer him; another comes to your defense; another aligns himself against you, to either the embarrassment or the gratification of your opponent, depending on the quality of your ally’s assistance. However, the discussion is interminable. The hour grows late. You must depart. And you do depart with the discussion still vigorously in progress.’
Burke, K. (1941) The Philosophy of Literary Form: Studies in Symbolic Action, pp110-1.
The above quotation encapsulates for me what it’s like joining an organisation, as a consultant, or as a new employee, understood from a pragmatic perspective. On entering an organisation you pitch into an argument which is already going on and in which there are several threads of heated discussion. It’s a struggle to join in, to understand what is being said and what it might mean for what you do next because you don’t yet have enough history with this particular group. You take up a role and become part of the action, influencing and being influenced. Once in the organisation, not to participate is as significant as participating, because people have already noticed you. Do you have anything to say? There’s no ‘safe space’ that people sometimes crave in team away-days, and nor is there a view from outside what is going on where you can make sense independently, somehow uninfluenced. The moment you speak your ‘truth’ you have become part of the discussion; you have taken sides in organisational politics.
For the pragmatists groups of people talking together, arguing, making alliances, trying not to make alliances, clarifying what we mean by what we say, is how knowledge if produced. It is fallible knowledge, good enough for now until circumstances, and the turn the heated debate takes obliges us to think differently. In doing so, thinking differently, we understand ourselves and the argument we are part of, anew. We have to decide how to take the next step, but having taken the next step, everything looks slightly different from the new position.
There might be some advantage for those engaged in this situation of flux if they can use their reflective intelligence. Although there is no stepping out of the discussion it may be more or less possible to participate but at the same time to notice how your participation influences things, and how you are influenced. The ability to notice the repeated patterns of this particular episode of hurly burly may offer different options for you and the other discussants. But it may also not be an advantage for long. It is hard to maintain an understanding of plural points of view, particularly if they are changing as the discussion changes. Is it possible to maintain your own argument and be radically open to other arguments both at the same time?
These, then, are some key ideas from pragmatic philosophy which are helpful for thinking about organisational life. Organising is a conversational activity which has no beginning and no end and which takes place in a group of groups. It is often heated because our valuations matter to us: we cannot stand outside our commitments, although we only fully realise what they are through articulating them and encountering others’ difference. In struggling together as a conversational community we discover how to take the next step, which may then give us a new perspective to keep going with our inquiry. Practising intelligent reflection, noticing the patterns of our habitual engagement, may offer potential for thinking and behaving differently. But there is never just one thing going on and taking in plural points of view requires work.
My colleague Nick Sarra and I were asked to work with some practicing managers and leaders in what is usually described as a ‘fragile state’ in Africa. The country has been plunged into conflict for decades, and this has had a profound effect on social relations and the ability to get things done. Conflict still breaks out sporadically, making parts of the country off-limits, potentially reactivating the tensions which still exist between groups living elsewhere in the country, especially in the capital. The government struggles to provide basic services, so the country is dominated by international aid agencies, development organisations and the representatives of international governments who each have their own sets of policies, procedures and priorities. This becomes visible the moment one steps off the plane: the airport car park is full of 4x4s, each sporting its own logo, and often there to meet, or disgorge development workers with their wrap-around shades and desert fatigues. Without the agencies this country would not be able to survive, but at the same time it feels a bit like an occupation. Continue reading