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