After the interview with Dawkins on BBC Radio 4 covered in the last post, the argument about evidence and political decision-making took further bizarre turns. The next day John Humphreys interviewed the Archbishop of Canterbury, Justin Welby, who was asked to comment on Dawkins’ views. Latterly, two researchers were asked to comment further on the discussion. One worked at a religious research institute and the other for an organisation promoting the dissemination of science. As listeners to the BBC we were led inexorably to think that the only alternative to a scientific perspective on Brexit and evidence, and this a reductive view of science, was to take a faith position. We believe in God or we believe in science. Both are metaphysical positions in the sense that you have to declare your faith in one or the other before engaging with a way forward. Continue reading
What are the pressures in contemporary life which make it difficult to be in groups?
A couple of weeks ago I worked with a group of senior managers from a British university. They told me about the changes they had noticed in the undergraduate student population over the last decade or so, which point to greater alienation and distress amongst students. Undergraduates seem to have much more difficulty in getting to university on time, in organising themselves, in handing in their work complete and in order. The new student accommodation, which this particular university has recently built, has communal spaces which are largely unused. Mental distress seems much more prevalent, and a higher proportion of students seems to lack the ability to communicate with their peers or with teaching staff. And when students are asked to work in groups they struggle to do so; one lecturer had asked his students to work in teams on a task and found some students trying to evict weaker members of their group so that that they could get better marks. Students were rather nonplussed that they were required to co-operate together.
Is this just a tale of inter-generational misunderstanding, a middle-aged lament about the decline in standards? Or are we witnessing the effects of longer term individualising processes, amplified by technology, which leaves us less skilled in groups and less confident in the art of conversation?
The Complexity and Management Conference 2017 will explore some of these themes in relation to the everyday activity of organising together: we discuss in groups as a way of thinking about being in groups.
There are only ten days to go before the end of the early bird discount, which ceases at 5pm on Friday 28th April . You can find the booking page clicking this link.
The conference begins at 7pm with a drinks reception and dinner on Friday 2nd June, following the one day workshop on complexity and management.
Our first keynote speaker, Dr Martin Weegmann, has written extensively about the potential of groups and group therapy in addressing what he terms ‘modern dilemmas…as new forms of anxiety replace older forms.’ (2014). He will be speaking at 9.00am on Saturday 3rd June. Thereafter we will divide into smaller discussion groups to think about what Martin has said.
After lunch on Saturday, Dr Karina Solsø Iversen will present some of the consultancy dilemmas she faces in her work in collaboration with Professor Nick Sarra. Again, in the later afternoon session we will divide into smaller groups to think and discuss.
The work of the Saturday conference will finish at 5pm and dinner will be at 8pm.
On Sunday morning at 9am Prof Chris Mowles will draw together some of the themes of the preceding day, and participants will once again divide into smaller groups.
The conference ends with a final plenary between 12pm and 1pm on Sunday followed by lunch.
All board and lodging is covered by the conference fee. Any conference delegate wishing to convene a sub-group to present a paper or talk about their work can do so by writing to me and putting forward a suggestion.
Look forward to meeting you there.
Weegmann, M. (2014) The World Within the Group, London: Karnac Books.
Working in groups: what practical difference does it make to take complexity seriously?
One day introductory workshop on complexity and management Friday 2nd June.
2017Complexity and Management Conference 2-4th June 2017.
The booking page is now live and can be found by clicking this link. There is a £50 discount for booking before April 30th 2017.
‘The present historical situation shows clearly that human problems cannot be solved in isolation but only through concerted effort of the whole of humanity. The future of the human species may well be made or marred according to whether or not it is able to grasp this fact and act upon it while there is still time. Anything we can learn as to the relationships of persons towards each other, and of groups towards each other, is therefore, or great therapeutic significance.’ (Foulkes, 1947/2002)
Foulkes encouraged us to think about the importance of groups and ways of relating 80 years ago in the wake of the WWII – I wonder what he would have thought of our current predicaments. With increased social division, the rise of the far Right and demagoguery, we would be naïve to think that recent political upheavals in Europe and America do not also show up in different forms in organisational life.
Foulkes invited us to be more scientific about groups, seeing them as a resource, as a means to liberate ourselves from unhelpful, repetitive behaviour, which may be informed by our primitive responses to each other. He thought it possible that we could learn better to adjust to each other and gain insight into our often stuck and unhelpful behaviour. But by ‘adjustment’ he did not mean that we simply conform mindlessly. Rather, adjustment is made possible from our insight that we are interdependent and through the development of more helpful, negotiated ways of going on together.
The 2017 Complexity and Management Conference takes inspiration from Foulkes, but broadens his thinking by drawing on perspectives from organizational theory, sociology and philosophy. Our intention is to explore the complex responsive processes of relating in groups and to think about their relevance for our everyday experience of organising.
This year we are also offering an additional one day introductory workshop on Friday 2nd June. This workshop is suitable to anyone who would like to attend the conference but has had little exposure to the ideas informing the perspective of complex responsive processes. It is an opportunity to learn some of the basic concepts and to think about them in relation to your experience at work. The workshop is freestanding, and there is no requirement to attend the conference afterwards.
The conference itself runs as usual from 7pm Friday 2nd June till after lunch on Sunday 4th June. The conference fee includes all board and lodging and will have its usual mix of key note speeches, break-out discussions and informal socialising.
Key note speakers this year are:
Dr Martin Weegmann, who is a Consultant Clinical Psychologist and Group Analyst, and has specialised in substance misuse and personality disorders and is a well-known trainer. His latest books are: The World within the Group: Developing Theory for Group Analysis (Karnac, 2014) and Permission to Narrate: Explorations in Group Analysis, Psychoanalysis & Culture (Karnac 2016).
Dr Karina Iversen is a graduate of the Doctor of Management programme and an experienced consultant working in Denmark. She has co-authored a Danish introductory book on complex responsive processes of relating, which has gained a lot of attention in Danish communities interested in complexity. Karina is also an external lecturer at the Copenhagen Business School.
Professor Nick Sarra is a Consultant Psychotherapist working in the NHS and a group analyst specialising in organisational consultancy, debriefing and mediation within the workforce. He works on three post graduate programmes at the School of Psychology, Exeter University and is a Visiting Professor at the University of Hertfordshire.
If there are any queries then please contact Prof Chris Mowles: firstname.lastname@example.org
Here are three I ideas I take from reading Byung-chul Han’s The Burnout Society in relation to what interests me in complex social processes of identity formation.
The first is his idea that we live in an achievement society rather than a disciplinary society. Byung-chul Han may be taking Foucault to his logical conclusion when he argues that rather than being exploited we have now come to exploit ourselves voluntarily. In contemporary society there is no limit to the extent to which we are encouraged to be flexible accommodating and self-improving. We commit to stretch targets and KPI’s, more for less, smart working, efficiency savings and we make ourselves life-long learners. We focus on our own health and the habitual improvement of the body. Byung-chul Han argues that freedom and constraint now combine in the same individual so we are both the exploiter and the exploited as we endeavor to achieve more and more. As a result, he argues, we risk depression and burn-out. We are encouraged to commit to the dictum that ‘nothing is impossible’, but as a consequence the opposite is also true, that nothing is possible. We can go on improving ourselves, fitting in, meeting new and more exacting targets, getting more for less without end, until we hollow ourselves out. There is no-one else to look to for help or guidance if we are all to be self-starting entrepreneurs. We are entirely responsible for our own futures, we must depend on ourselves rather than others. Continue reading
The Royal Pharmaceutical Society’s chief scientist Jayne Lawrence gave an interview on the BBC on Wednesday 5th November arguing that doctors needed ‘binding targets’ to reduce the over-prescription of antibiotics. Despite the fact that everyone knows we are becoming resistant to antibiotics, including and especially doctors, still the amount of antibiotics prescribed has risen rather than fallen both in the UK and across the world. It was unclear from the interview with the BBC journalist exactly how these binding targets would work – and Dr Lawrence was taxed on this very point by the interviewer. What happens when the annual target for prescribing antibiotics has been reached and yet there are more patients who need them? However, one of key her arguments was that targets help GPs keep the issue ‘in mind’.
This is a good example of what has become an accepted response to a general, population-wide problems. It has become taken for granted that the first recourse must be to set a target and preferably to make it binding. So we have the Millennium Development Goals (MDGs) for social development in developing countries, global emissions targets which are binding depending on whether a particular country has signed up to the Kyoto protocols or not, and a variety of targets for the NHS, Education and schools in the UK with more on the way (the Deputy Prime Minister Nick Clegg has just announced forthcoming waiting time targets for mental health patients). These are then backed up by apparatuses for scrutiny and control so that the targets can be enforced and made ‘binding’.
On this blog I have posted a variety of articles here, here and here where I have suggested that setting targets has become axiomatic in organizational contexts as a way of declaring seriousness of intent and sometimes moral purpose; as a way of exercising disciplinary control by ‘naming and shaming’, including and excluding when targets are taken up as cult values; and as an authoritarian theory of motivation (that staff in organizations will not do things unless they are forced to do them and then inspected to make sure that they really have). Continue reading