Category Archives: complex responsive processes

Complexity and Collaboration – implications for leadership and practice

Complexity and Management Conference 5-7th June 2020

If collaboration was that straightforward, wouldn’t we all already be doing it? Collaboration is another one of those motherhood-and-apple-pie words which are hard to argue against – is there anyone not in favour of collaboration? At its most simplistic, the invitation to collaborate can be an idealisation which encourages the belief that if we only put aside our differences and work constructively and positively, then everything will turn to the good – as if that were an easy thing to do. But to what extent does the taken-for-granted idea of collaboration encourage setting aside the very differences and conflicts which promote movement and novelty?skydiving Is the naïve discourse on collaboration really rather unhelpful? 

The Complexity and Management Conference 5-7th June 2020 will explore in greater depth what it means to collaborate together, with the intention of developing a more complex understanding. For example, from the perspective of complex responsive processes of relating, we do not start out by assuming that collaboration can just be based on harmony and achieving greater ‘alignment’. Rather it is likely to involve the interplay of identity and group membership which may complicate the process of staying in relation with each other, no matter how much we yearn to collaborate.

To help us reflect further we are delighted to have Barbara Simpson, Professor of Leadership and Organisational Dynamics at Strathclyde University, to be our keynote speaker. Barbara started out studying physics and working in geothermal energy, and then proceeded through international consultancy before embarking on an academic career. She specialises in studying processes of creativity, innovation and change in organisations and in particular in pragmatist philosophies in process research.

Before the formal start of the conference in the evening, this year we are offering two, one day workshops on the Friday 5th June. The first is an introduction to the key tenets of complex responsive processes, which is suited to participants newly or not yet exposed to the ideas taken up on the Doctor of Management programme. The workshop is offered by Prof Chris Mowles. The second workshop will be on the use of improvisation and theatre techniques in organisations, and is run by Prof Henry Larsen and Prof Karen Norman. This second workshop is more suitable for participants who already have some grounding in complexity and management.

The conference itself comprises a keynote by Prof Simpson on Saturday morning, then workshops in the afternoon offered by conference delegates on aspects of organisational life related to the theme of the conference. On Sunday will we sum up key themes from the weekend and offer opportunities for further reflection.

The conference lasts from 7pm Friday through to lunchtime Sunday, and the price of the conference includes all board and lodging. The booking site will go live in early January 2020. Prices will be maintained at this year’s rates.

 

 

A critical glossary of contemporary management terms XI – organisational politics

Move fast and break things – this is the poster that one of the Tech Giant CEOs is supposed to have in his office. The invitation to ignore social conventions, perhaps even to avoid consulting people and talking things through, is a signature of managers in a hurry. Thinking, talking can disrupt progress and slow everything down. In UK politics we have some very vivid examples of Arendtthis attitude, when the current government prorogued parliament to prevent any more deliberation, or when they use procedures intended to facilitate anti-terror legislation to rush through changes to Education policy. Enough talk getting in the way, we need to deliver things.

So politics, the way that people living in groups make decisions, is under particular strain at the moment, and so too in organisations.

Continue reading

Complexity and Management Conference 17th-19th May 2019 – booking now

This year’s Complexity and Management Conference, on 17th-19th May:  What does it mean to be critical? – complexity, reflexivity and doubt in everyday organisational life offers the opportunity for delegates to reflect on what it means to be critical and why it is important to be so in today’s organisations. On the first morning of the conference we have invited Professor Andre Spicer to help us get the discussion going. If you want to sign up for the conference and save yourself some money before the early bird deadline expires, then click here.

Here are a few ideas on the traditions of thought to which we will be contributing.

We have a strong critical tradition in western thought, starting with the ancient Greeks. However, the contemporary philosopher Julian Baggini has shown us how a variety of cultures have their own traditions of systematically thinking about the human condition, on the basis that, as Socrates put it, the life unexamined is not worth living. How might we lead a good life, what do we mean by truth, how might we guard against the fragility of goodness, as Martha Nussbaum expressed it?[1] Examining our lives in the back and forth dialectic of discussion is necessary if we are to make meaning and become fully human, but it can have its negative consequences, as it did for Socrates. Problematising, probing, judging comes with its own risks: we are unlikely to be condemned to death for corrupting Athenian youth, as he was, but simply asking questions can call out a strong reaction. Why might that be?

As Kant identified, to critique (originating in judgement, from the Greek krisis) involves imagination and daring:

Enlightenment is man’s release from his self-incurred tutelage. Tutelage is man’s inability to make use of his understanding without direction from another. Self-incurred is this tutelage when its cause lies not in lack of reason but in lack of resolution and courage to use it without direction from another. Sapere aude! “Have courage to use your own reason!”- that is the motto of enlightenment.[2]

Kant thought that ‘daring to know’ may require courage to take on sources of authority, so that even religion, perhaps the biggest locus of authority in his day, would need ‘to sustain the test of its free and public examination.’[3] He suggested that subjecting sources of legitimacy and authority to critical inquiry is not something to be undertaken lightly, although it is necessary if we are to liberate ourselves from ignorance. Both implicitly and explicitly, becoming critical means engaging with questions of legitimacy and power and calling into question the status quo.

But is it enough just to doubt and reason on our own and by ourselves? From a Hegelian perspective the answer is no, since Hegelians would claim that we are not just autonomous, rational individuals cognizing in the abstract, but we are socially and historically formed. More, and from a pragmatic perspective, it is not helpful to doubt everything all of the time, but we should engage first with those problems which preoccupy us.[4] To pursue inquiry from a Hegelian and pragmatic perspective means taking an interest in history. How has the phenomenon, the particular predicament we are interested in evolved over time, and what has led to what? We then try to place our  difficulties, within the larger history of social relations and their structural contradictions. This may mean drawing attention to power relationships and calling into question the legitimacy of certain ways of knowing and speaking, perhaps asking the question cui bono, who benefits? It certainly means pursuing these questions through dialectical inquiry, where an abstract notion of truth is replaced by the idea that insight arises in the back and forth or argument in a community of engaged inquirers.

And by taking part in discussion and argumentation we then find ourselves discovering that moral and political judgements in particular are plural. We might enhance our ability to see the world from perspectives other than our own. So in addition to Kant’s injunction to dare to know, we might find ourselves developing greater empathy, imagination and solidarity.

If this kind of inquiry interests you, where you engage with a committed group of peers to discuss current organisational difficulties and discover plural and complex points of view, then this year’s Complexity and Management conference 17th-19th May is the place to be. There may be no resolution to your predicaments but perhaps you will find some degree of solidarity with and from others in the complex responsive processes of relating. Dare to come!

Early bird concessions end 1st April. On Friday 17th May there is a one day introductory workshop to the ideas underpinning complex responsive processes of relating.

[1] Nussbaum, M (1986) The Fragility of Goodness: Luck and Ethics in Greek Tragedy and Philosophy, Cambridge: Cambridge University Press.

[2] An answer to the question what is Enlightenment? 1784

[3] Introduction to the Critique of Pure Reason, 1781.

[4] “We cannot begin with complete doubt. We must begin with all the prejudices which we actually have when we enter upon the study of philosophy…Let us not pretend to doubt in philosophy what we do not doubt in our hearts.” CS Peirce (1992), The Essential Peirce: Selected Philosophical Writings Vol 1, Bloomington: Indiana University Press: pp28-29.

2019 Complexity and Management Conference 17-19th May

stamp_hannah_arendt-2The 2019 Complexity and Management Conference booking page is now open and can be accessed here.

The title of this year’s conference is: What does it mean to be critical? – complexity, reflexivity and doubt in everyday organisational life.

On Saturday morning we are delighted to have Professor André Spicer from the Cass Business School, City, University of London to give the keynote on Saturday morning. 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’.

On Saturday afternoon we ask conference delegates to suggest workshops that they themselves would like to run consonant with the theme of the conference, so if you would like to suggest something, then do let me know.

As usual, the event will be highly participative and will offer lots of opportunities for discussion and exploration of the key themes with other delegates. The conference begins with an inaugural dinner on Friday evening 17th May, and ends after lunch on 19th May. The conference fee includes onsite board and lodging for the duration of the conference. Early bird rates apply before 1st April 2019.

As with previous years we are also offering a one day introductory workshop on some of the key ideas informing the perspective of complex responsive processes on Friday 17th May.

Hope to see you there.

What does it mean to be critical? – complexity, reflexivity and doubt in everyday organisational life.

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.

 

Changing conversations: changing hearts and souls

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

Leadership development in a fragile state

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

Complexity and Management Conference June 8-10th 2018 – Roffey Park

This is to give  early notification that next year’s Complexity and Management Conference will take place at Roffey Park between 8-10th June 2018.

The conference will be held to mark the retirement of Ralph Stacey from the university and from the faculty of the Doctor of Management programme.

There will be more details in the autumn to give more details of the conference topic and the other key note speakers in addition to Ralph.

Complexity and Management Conference June 2-4th 2017 – Agenda

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.

Conference Agenda

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.

 

References

Weegmann, M. (2014) The World Within the Group, London: Karnac Books.