When managers say that they need to ‘send out a clear message’, what exactly is being conveyed? That good management depends on good communication is something which every manager knows. But there are also moral undertones to the expression which imply taking a principled stand. So the phrase carries an aspiration for both clarity and moral purpose, perhaps communicating a message which might be difficult to hear.
There are any number of helpful training courses and web sites offering advice to support managers achieve clarity by decluttering their language, by avoiding jargon, by thinking about their audience, and by matching body language with the intended message. Then there are a variety of tips and tricks for cutting out vague and ‘weakening’ words, even from some consultants’ techniques on how to ‘cut out the mush’ of misunderstanding so that management and leadership can be offered clearly. These can sometimes be accompanied by appeals for communicators to be authentic, honest and transparent. We are invited to be good selves, clearing away misunderstanding with the purity of our intentions and honesty about ourselves. The more authentic you are, the more your authority will be heeded. Continue reading →
I was reminded of the importance of anxiety and the idea of emotional contagion the other day when I sat with a group of not-for-profit trustees who were being given a presentation by an auditor from a big corporate firm of accountants. The auditor had been asked to present on his experience of auditing other not-for-profits to identify what other organisations were concerned about and how they were dealing with it. The trustees saw it as a way of ‘benchmarking’ the field so that they could be reassured that they were focusing on the right things as they undertook their roles and developed a new strategy.
What transpired in the meeting made me think about how certain ideas about leadership and management are spread partly because they have emotional valency, and thus are more likely to be taken up without being challenged. For the presentation was not just an overview of the sector but also carried a strong ideological message wrapped in an anxiety narrative. This was that adopting a particular approach to organisations and management based on an especially dominant orthodoxy is a way of belonging to an in-group in especially turbulent times. To emulate others would mean ameliorating anxiety about not keeping up, not being professional and not being alongside the people who really know. Continue reading →
Orthodox management literature contains many of the same assumptions about organisational culture: that changes in culture can be linked to organisational success and improvement; that culture is a mixture of the tangible (rules, behaviour, rewards) and the intangible (symbols); that culture can exist in an organisation and in sub-units within an organisation; that it can be ‘diagnosed’ and changed, perhaps with an ‘n’ step programme moving from existing to preferred cultures; that it is often precipitated by a leader having an inspiring vision.
For a discussion of alternatives from a complexity perspective come to the Complexity and Management Conference.
The key note speaker is Professor Ralph Stacey, one of the world’s leading scholars on complexity and management.
There will be lots of opportunity for lively discussion throughout the weekend.
Conference fees include all board and accommodation from 7pm Friday 6th to lunchtime Sunday 8th June. Book here.
A group of colleagues working together on an innovative doctoral programme exploring the complexity sciences in relation to work in organisations have started a new blog at http://www.complexityandmanagement.wordpress.com. Contributors include Ralph Stacey, Doug Griffin, Nick Sarra, Karen Norman, and this blog convenor, Chris Mowles. Join the discussion.