I listened to the eminent evolutionary biologist and New Atheist Richard Dawkins promoting his new book, Science in the Soul: Selected Writings of a Passionate Rationalist, on the radio. He discussed the role of scientific method and evidence, particularly in relation to the Brexit vote. He began by saying that nothing so important as staying in, or leaving the EU should hinge on a binary yes/no vote. But he then went on to extol the virtues of scientific method, which in his radio interview, and in the introduction to the book, he argues should be the preeminent method for making decisions about the world, including Brexit. We should seek out the evidence, public and private, and make our decision according to that. For Dawkins, scientific method is predicated on removing prejudice and gut feeling, indeed all feelings, from rational decision-making and is as relevant to making political decision making as it is to discovering more about the natural world. The best example of a method which does this is the double blind randomised control trial, the gold standard of medical research. He declared that he didn’t want his politicians to be emotional, but rather he wanted them to make the best possible decision, rationally, and on the basis of the best possible evidence. Continue reading
Complexity and Management Conference 2017 –
2nd– 4th June: Roffey Park Management Centre
Human beings are born into groups and spend most of their working lives participating in them. Groups can be creative and improvisational, transforming who we think we are, and they may also be destructive and undermining. They hold the potential for both tendencies.
Many employers emphasise the importance of teamwork, yet employees in organizations are often managed, developed and assessed as though they were autonomous individuals. And although many organisational mission statements include aspirations to be creative and innovative, it is a rare to attend a meeting without a particular end in view, where participants feel able to explore the differences and difficulties that arise when they work together.
Meanwhile organizational development (OD) literature tends to idealize, and assumes that the best kind of organizations are those where staff ‘align’ with each other and learn to communicate in ways which bypass power and politics. They are offered step-wise tools and techniques to help them communicate with ‘openness and transparency’, so they can speak the truth and understand each other harmoniously. Conflict and power struggles are then topics that are avoided or ignored. The danger of the individualizing and idealizing tendencies in organisations is that they may leave employees feeling deskilled and unconfident about how to work creatively in groups.
At the 2017 Complexity and Management Conference we will discuss practical ways of working in groups, which assume that human interaction is necessarily imperfect, ambiguous and conflictual, and this contributes to the complex evolution of organizational life.
Keynote speakers this year: Dr Martin Weegmann, Dr Karina Solsø Iversen and Professor Nick Sarra
Martin Weegmann is a Consultant Clinical Psychologist and Group Analyst, who 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). He is currently working on a new edited book, Psychodynamics of Writing.
Karina Solsø Iversen is graduate of the Doctor of Management programme and an experienced consultant working in Denmark. Karina’s consultancy work is based on the practice of taking experience seriously as a way of working with leadership and organizational development. She has co-authored a Danish introductory book to the theory of 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 Copenhagen Business School.
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.
Further details from email@example.com. Booking begins early 2017.
I watched some of the final debate over Britain’s referendum to Remain/Leave last night and wondered at the wild clapping and cheering that greeted references to Britain’s putative ‘independence’ if we vote leave. Boris Johnson referred to this coming Friday morning as potentially Britain’s ‘independence day’. The setting was bound to amplify dynamics in a crowd of 6,000 or so people, particularly with a debate which swtiches between poles. There is no middle position here: Britain will either remain, or leave. A large, public televised space is not a forum which naturally lends itself to nuance or subtle argument. But in thinking about the intense nationalist emotion that this debate stirs up, particularly for Leavers, I was reminded of Norbert Elias’ digression on nationalism set out in the The Germans. Continue reading
A friend alerted me to a website for a consultancy which claims to be offering new insights on management for a new world of work. Apologies for what sounds like, and no doubt is, a caricatured paraphrase of what I found, but here is what I think the site is saying:
We live in a networked world. There’s a lot of change. There is going to be more change and top down command and control is now an old paradigm of management. Some of this change is good, some of it isn’t, but mostly it’s good. But what we need to do is be more aware of the changes and prepare to design more change of the kind that we want. This will mean spreading power around a bit more and being alert to complexity. Leaders need to have visions and set targets to achieve them, then they coach their followers. They will need to be deeply aware and mindful. Followers need to work out how to be empowered and of service. They too will need to be deeply aware and mindful. If we all trust each other a bit more and deal better with complexity we can have more meaningful conversations. Then we’ll get the future that we want. In a more networked world we need: Knowledge. Trust. Credibility. A focus on results. Continue reading
In the recent general election in the UK in May the political discussion sometimes turned on the idea of hope. Each of the political parties was keen to convince the electorate that their particular plan for the UK, their ‘vision’, was the best recipe for hope. They each promised UK citizens a better future (although the vote may have come down to people’s perception of the least worst option). Equally, the current leadership election contest in the Labour Party which has been triggered by the party’s humiliation by the Conservatives, has provoked some jostling amongst the candidates. Each has been arguing that their particular platform offers most hope particularly to the poorest in society who have been most severely hit by government initiatives which target benefits.
To a degree you can see how politicians are caught in something of a double bind. One the one hand if they fail to set out some kind of transformative ‘vision’, a promise of hope, then no-one will follow them (even if it is as simple as ‘yes we can’, or ‘change we can believe in’). On the other hand, and because we have come to distrust politicians with their grand promises, any grand narrative is bound to be met with a sceptical response. Nonetheless, each of the candidates seems to be setting themselves the impossible task of coming up with a ‘clear vision’ for the future. Continue reading
Conference theme: Exploring our experience of everyday politics in organisations
How do we negotiate degrees of freedom with each other in what we can increasingly experience as regimes of disciplinary power in organisational life? How do grand schemes for whole-organisation transformation play out in every day relationships between people?
This conference will invite participants to discuss and reflect upon the every day politics of getting things done together, noticing the negotiations, compromises and improvisations which are necessary to take the next step.
Between now and then we will be posting further reflections on the topic on this the Complexity and Management blog.
The key note speakers this year are Svend Brinkmann, who is Professor in general psychology and qualitative methods as well as Co-director of the Center for Qualitative Studies, and Professor Patricia Shaw, co-founder of the Doctor of Management programme at UH and currently working at Schumacher College. Here is Svend’s profile page at Aalborg university http://personprofil.aau.dk/117579?lang=en and here is Patricia Shaw’s at Schumacher College: http://www.schumachercollege.org.uk/teachers/patricia-shaw .
The conference will be informal and highly participative, as in previous years. The conference fee includes accommodation and food and will be held at Roffey Park Institute in the UK: http://www.roffeypark.com
The booking page on the university website will be set up in the New Year.
A more detailed agenda will follow, but the conference begins with a drinks reception @7pm on Friday 5th June and ends after lunch Sunday 7th June 2015.
Participants wishing to set up a particular themed discussion in a working group during the conference should contact Chris Mowles: firstname.lastname@example.org
So was it right that he was sacked or not?
Those of you who are not cricket fans, or not UK residents (or both) may not have heard that Kevin Pietersen, England’s best but most unpredictable and unreliable batsman, has been told that he no longer figures in the plans of those managing the England cricket team. This follows a disastrous tour of Australia where the team lost all of their matches in the annual grudge series with the Australian team known as the Ashes. (The competition is called the Ashes following England’s shock defeat to Australia in 1882, when the Sporting Times printed a mock obituary stating that English cricket had died and its ashes had been sent to Australia. Every year since then the England team has struggled to wrest them back).
What is interesting about the sacking is the soul-searching it has provoked in the press well beyond the sports pages. This is not just because sport, to bowdlerize Clausewitz, is war by other means (or if you like, and after Elias, the civilising of our aggressive instincts in highly interdependent societies), but because it appeals to our sense of identity, our ‘heroic we’. Pietersen’s sacking has provoked very strong emotion in a wide variety of people, not all of them avid cricket fans. Clearly, it’s not just about the game.