Posted in complex responsive processes, complexity, critical management studies, management, management education, practice, Values, tagged complex responsive processes, critical management studies, ethics, management education, Mats Alvesson, Ralph Stacey, research on June 9, 2010 |
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The following is an abridged version of the talk given at the Complexity and Management Conference on 6th June 2010.
What would it mean for the practice of management education and research if we were to take up the ideas in the body of thought we are calling complex responsive processes of relating? How do the ideas in complex responsive processes of relating compare and contrast with critical management studies, for example?
Drawing on an eminent exponent of critical management studies (CMS) such as Mats Alvesson as an example, we would find that complex responsive processes and CMS share a lot in common. Both are concerned to engage in critical reflection on institutions; both resist the strong pressures of normalisation; both would entertain the idea that all knowledge creation is political, value-laden and interest-based. Alvesson’s ‘4 I’ framework (identity, institutions, interests and ideology) is a very helpful way for organisational researchers to think about the research they are undertaking (how are identities being constructed in this episode of organisational life; how are people engaged in thinking about the institution; whose interests are being served and what does this say about the ideological claims?). Alvesson encourages reflection and reflexivity as a way of producing complex and rounded accounts of organisational life, accounts which are ‘rich in points’. (more…)
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Posted in Business ethics, complex responsive processes, complexity, management, non-linear sciences, power, Values, tagged complex responsive processes, complexity sciences, ethics, lobbyists, management practice on June 3, 2010 |
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The following post is by guest contributor John Tobin. John has served for many years as the CEO of a community hospital in the US. He earned a Doctor of Management at the Business School of the University of Hertforshire in 2003 and remains interested in the ongoing work of the Complexity Research Group at the University of Hertfordshire and the challenges of bringing that perspective into everyday management practice in a community hospital setting.
Doug, in your first post, you touched on an issue that I find both fascinating and disconcerting, –the increasingly close ties between public officials and special interests, and the mostly unacknowledged role of public policy in creating the current financial mess, a dysfunctional health care system, and other problems. This interconnectedness is by no means limited to business CEOs and high ranking government officials. Anyone familiar with the political process in Washington knows that the place is actually run by platoons of bright, ambitious twentysomething congressional staffers. The staffers become the focus of lobbyists’ attention because they know specific issues better than the Members themselves. Many of these staffers will go on to careers as lobbyists or elsewhere in government, reinforcing those linkages. In my home state, legislators are closely tied to the public employees’ unions (the Speaker of our House of Representatives was an organizer for the Service Employees’ International Union before being elected Speaker). Organized labor is supposed to balance the power between workers and business owners and the professional managers who represent the owners’ interests. In a government setting, this worthy purpose is corrupted when the workers become the managers, and no one truly represents the owners’ (taxpayers’) interests. Getting government spending under control becomes next to impossible. (more…)
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