Category Archives: leadership

A critical glossary of contemporary management terms IX – passionate.

Passionate, meaning capable of being roused to intense feeling, ardent, easily aroused to anger, is a word which is taken for granted now in organisations to convey commitment to the job, or being able to go the extra mile. Despite the ubiquity of the term over many years, it seems that we have not yet reached peak passion. Previously the word also had connotations of suffering or enduring. Hence the passion of Christ refers to Jesus’ suffering on the cross. To be passionate about one’s job, then, denotes hard work, endurance, and a willingness to suffer in order complete work which pushes the employee to their limit. In a way, then, to claim to be passionate is also an indication of submission and obedience to a call of duty.

passionThe prevalence of the term is at odds with the experience of many workers in organisations where metrics and performance management are used as a disciplinary apparatus to keep people’s noses to the grindstone. Ticking boxes, conforming to increased standardisation and targets often squeezes out worker autonomy and a sense that it is possible to exercise professional judgement. And yet while this narrowing of professional enjoyment is happening, employees are expected at the same time to be able to assert that they feel passionate about their jobs. Perhaps the greater the presence of the former the more the latter is required as public display. Continue reading

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A glossary of contemporary management terms II – transformation(al)

Transformation, a marked change in form or appearance, is one of the most widely used words in contemporary management vocabulary after leadership and delivery (future posts). Quite often it is used in conjunction with leadership: everybody knows since Burns and Bass that leaders are transformational and managers are transactional. It goes without saying. Linking transformation to leadership is another blast of air into the already over-inflated concept of leadership given that most leadership activity involves humdrum, every day tasks and conversations. It creates anxiety for leaders and unrealistic expectations from those they lead.butterfly

The idea of transformation is part of the charismatic tendency in management thinking and talking and fits well with other alluring, quasi-religious ideas such as vision and passion. It is no longer enough just to change something, or even to try and keep things the same, forgetting that there are many social traditions and practices which persist because they serve us well, there must be a commitment to transform them. The promise of transformation feeds into what one might think of as the anxiety narrative about change, which we can’t achieve completely enough or quickly enough, as other competitors catch us up and pass us by, particularly the Indians and the Chinese.

Implied in the rush to transform things are a number of assumptions about the role and capabilities of leaders and managers, time, and valuations of the good. Continue reading

From quantity to quality

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?

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

Researching ‘transformational change’

Recently I have been involved with a team of researchers in researching so called ‘transformational change’ in a not-for-profit sector. I suspect the research has been commissioned on the understanding that transformational change is something which senior managers choose, and can, to a degree control. We are at the beginning of the research but the process itself has thrown up interesting insights into research methods , but also how the idea of transformation is framed and understood by our commissioners, and by the respondents. This helps us researchers understand the term anew too, but makes it no easier to think and write about. Continue reading

Complex responsive processes in Sydney Australia – December 13/14 2016

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Chris Mowles is visiting Australia the week beginning 12th December and will be running a two day intense workshop and a breakfast meeting with 10000hours .

The two day workshop is entitled:

LEADING IN UNCERTAINTY – 13/14th December

The workshop is suitable for experienced leaders, managers and consultants from all kinds of organizations. It includes a mixture of seminars, break-out discussions, and real time exploration of examples from participants’ own organizations.

Chris will draw on insights from the complexity sciences developed by Ralph Stacey in the perspective known as complex responsive processes, which informs this blog.

Participants can expect to gain basic insights into the complexity sciences understood in social terms, and to experience the importance of reflection and reflexivity in relation to their particular organizational contexts.

To find out more follow this link: http://10000hours.com/chrismowles/

Breakfast meeting Thursday 15th December

10,000 Hours will host a breakfast meeting for experienced leaders, managers and consultants wishing to hear about the what difference understanding organisational life as complex responsive processes of relating can make to the task of leading of managing.

Evening seminar UTS Thursday 15th December

Chris will give a seminar hosted by UTS to interested academic colleagues about some of the difficulties of sustaining critical management education in the UK. He will talk in particular about the  contribution of the Doctor of Management programme at the university of Hertfordshire.

Lunchtime seminar RMIT Melbourne 16th December

Chris will give a similar seminar to interested academic colleagues in Melbourne at lunchtime in RMIT.