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
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
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.
I was working with a group of managers and we had been discussing how a lot of managerial work is about dealing with uncertainty. Things don’t work
out quite how you planned, surprises come out of left field, and your boss, or the organisation with which you are working closely, has just decided that something else is now a priority. What you came in to do in the morning has somehow gone off course by the afternoon, but you’re still responsible for your first priority. This was the link I had been making previously to the complexity sciences: I had been arguing that small changes can amplify into big differences, and social life arises in the interplay of differing intentions. But how do you know how to respond and what to pay attention to?
I suggested that we might work together with uncertainty with the group as an experiment the next morning, if they were up for it. We would meet with no agenda as such and the only task would be for the 26 of us to sit together in a room for an hour and a half and talk about how we cope with uncertainty, making links with organisational life, and noticing at the same time how we were dealing with the task together as we were dealing with it. I was explicit about the fact that this was a group method developed by the Institute of Group Analysis as a way of paying attention to process from within the process itself. I told them that would participate with them, but that I wouldn’t be in charge. I warned them that they might find it a bit uncomfortable and anxiety provoking, but they were a group of social work managers and no doubt they would have been in situations like this before.
They said they would like to try it. Continue reading
In the last post I discussed the ways in which people regulate themselves and each other in everyday life. I made the argument that without this self- and group discipline there would be no order in social life. As we have pointed out many times on this blog, après Bourdieu, Elias and Foucault, and by drawing on analogies from the complexity sciences, power relations both enable and constrain what it is possible to do. There is, however, a general tendency in more popular management literature to suggest that somehow we can do away with or ‘transform’ power relations by being nice to each other, or by being appreciative, or by being open and transparent, or authentic. These perspectives convey the implicit idea that power is somehow unpleasant or illicit. But this is to cover over or even to miss the productive nature of power. Power produces a regimen of resistance and compliance, the exact patterning of which will always be unpredictable, but is likely to give rise to both routine as well as a degree of novelty. But to ask the question about how disciplinary power operates in social life is not simply to enquire into how ‘they’ are doing something to ‘us’ but also to probe into how we are doing things to ourselves. How we try to influence each other to organise our joint undertakings can say a lot about the kinds of pressures we are under and how we aspire to being professional. Continue reading
In an article called ‘The Happy Warrior’, which draws on a poem by Wordsworth of the same name, the philosopher Martha Nussbaum takes aim at the positive psychology movement, which is one of the contributing influences on Appreciative Inquiry (AI). Nussbaum is drawn to Aristotle, Wordsworth and Mill because they develop a highly nuanced and subtle understanding of what is broadly termed happiness, or positive states of mind, in the positive psychology literature. She is offended by what she terms the ‘conceptual breeziness’ of the positive psychology movement and argues that it is often highly reductive of what is a nuanced and subtle area of human concern. For Nussbaum, it is impossible to reduce the idea of happiness to a single, one-dimensional metric so that it suits the quantitative calculations of cognitive empirical research into subjective states, which is the bread and butter of positive psychology.
It is worth rehearsing some of her arguments here, since a lot of what she says also applies to AI, which focuses relentlessly on the positive to the exclusion of the more problematic aspects of organisational life.