Category Archives: complex responsive processes

Talking about organisations and complexity

Teach us to sit still.

An interview with Richard Atherton from the Being Human podcast.

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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.

Details of the Complexity and Management workshop, Friday 2nd June 2017

The participants who attend the annual Complexity and Management conference experience the same dynamics as members of any other group, even if it’s a temporary group. For example, one repeating theme at the conference is the established/outsider dynamic of those who have been through the Doctor of Management programme, or are currently on it, and those who haven’t. Participants who have been exposed to the programme because they are graduates, or because they are regular conference attenders are likely to talk in a way which may feel exclusionary to those who are new. Almost every year, new attendees at the conference raise the question as to whether we could have done more to make them feel welcome. There is always the ghost of the DMan-demon at the conference.

For this reason we are holding a one day introductory workshop on Friday 2nd June, to present some of the key ideas which inform the perspective of complex responsive processes of relating. It is a public workshop open to all, not just those who will go on to attend the conference For those who do, it may, or may not, make a difference to the quality of their participation. The conference begins the same evening with supper at 7pm.

You can book for the one day workshop, for the workshop and conference, or just for the conference here. There is a discount for early-bird booking before April 30th. For more details on the workshop, continue reading below: Continue reading