For those readers not from the UK, the story about the collapse of the not-for-profit Kids Company, an organisation set up to work with children and young people with complex needs in inner cities, may have passed them by. The organisation was founded by a very charismatic and telegenic psychotherapist 20 years ago who continued to be the organisation’s director. She became the darling of governments of all persuasions and seems to have been very successful at direct lobbying of senior ministers, and even the Prime Minister, for money and attention.
The organisation collapsed very dramatically and very suddenly despite the current government donating a £3 million grant, and on a weekly basis the newspapers carry stories of claim and counter-claim and mutual recrimination. These back and forth arguments resolve around the extent to which the organisation was or wasn’t well managed, did or didn’t produce good outcomes for children, had or hadn’t been audited properly, did or didn’t have an effective governing body. This post will focus on the struggle over the definition of what it means to be well managed, particularly with regard to strategy. Continue reading →
I was working with a group of people the other day who were engaged in a long-term research project. We came together to share ideas, progress and developments from what each of us was doing in our area of research. One of the themes that began to emerge to shape people’s experience of their discussions together was the perceived difference between theory and practice, or theoreticians and practitioners.
Of course there can be no sharp distinction between people who consider themselves to be practitioners and those who would think of themselves as theoreticians. We all sit more or less comfortably with a different amalgam of theory and practice which is more or less explicitly acknowledged. Nonetheless, clear frustration arose between those who wanted to talk ‘practically’, sometimes about how ‘useful’ what they were doing was or was not, and those who took up these ‘practical’ expressions as a way of further theorising. To over-draw the dynamic, those who might predominantly understand themselves to be practitioners were frustrated that we could not be clearer about what we were trying to achieve and how this would be taken up in a practical way by stakeholders, and why theoreticians always seemed to answer a question with another question. While on the other hand, those who might predominantly think of themselves as theoreticians wondered out loud how it was possible to work without a theory of what one was doing, even if mostly implicit, and counselled against the drive in many contemporary organisations to ‘deliver’ things without stopping to question what things and why. Continue reading →