Taking complexity seriously – what difference does it make in organisations? 

Complexity and Management Conference June 10-12th 2016

This is a reminder that there is only one month to go to claim your early bird discount for this year’s conference. You can book your place at the conference here: http://tinyurl.com/hougy85

At the conference we will be commemorating the work of Prof John Douglas Griffin who was one of the founders of the Doctor of Management programme at Hertfordshire Business School, and a key contributor to the body of theories we refer to as complex responsive processes of relating.

The conference will be held in the deliberative tradition which Doug loved. The focus of the conference involves exploring practical problems in organisations in the pragmatic school of thought. That is to say it is concerned with what people are doing when they create and recreate their work together, how they think and talk about their work, how we as participants in the conference might think about this further, and gives examples of how thinking, talking and participating differently sometimes brings about changes in patterns of working.

There is an inaugural drinks reception and dinner on Friday night, 10th June @ 7pm. Then there will be two keynotes on Saturday by our guests Prof Henry Larsen, Mark Renshaw, Dr Pernille Thorup, and faculty member Prof Karen Norman who will draw on their experience of trying to get things done in organizations. There will be lots of time for deliberative exploration after each keynote, and many opportunities for agreeing, disagreeing and exploring further. We will also hold a commemoration for Doug in the early evening. On Sunday we will review some of the key themes of the conference and reflect on them some more.

The conference attracts very diverse participants, practitioners and academics, from a wide variety of countries. The conference fee includes all board and lodging.

Learning to talk to one another – politics and practical judgement

I went to hear Prof Colin Crouch promote his new book The Knowledge Corrupters: Hidden Consequences of the Financial Takeover of Public Life at the Institute for Government.

Crouch’s thesis is that the financialisation of public institutions reduces the meaning of what they do to a limited number of numerical targets and performance indicators often of a financial kind. This has the effect of also reducing the spectrum of knowledge we need fully to be employees, citizens and customers and constrains expert judgement. It has the effect of trumping all other valuations of particular organizational or social problems with one supposed truth, that of the bottom line or a financial target.

One example he gives of the consequences of financialization from the UK is the monetary incentive offered to GPs to refer more patients with suspected Alzheimer’s disease for further medical tests. The incentive is problematic on a number of fronts: although it is offered on the basis of encouraging behaviour which politicians deem to beneficial to the public as a whole, it nonetheless implies that GPs would not refer patients without such a financial reward. It enacts a theory of motivation at odds with the medical profession’s own values: the overwhelming majority of doctors would not consider it either necessary or desirable to be offered money to refer someone for tests who needs them. Additionally, in Crouch’s terms it has the potential for corrupting expert knowledge as well as creating perverse incentives. Crouch is not implying that professionals need no scrutiny or don’t need managing, but he does argue that financial targets, and numerical targets more generally, are a crude measure of what is really important in specific situations when the work is complex. It is a very crude, mistrustful intervention to bring about a greater focus on potential Alzheimer’s sufferers. Continue reading

Complexity and Management Conference 10-12th June 2016 – booking now open

‘What Mead is proposing is a different way of thinking about everyday social interaction, not as observers of experience but rather as participants in experience, the nature of which is self-organising sense-making. He is drawing attention to what we are doing every day in all our actions and arguing that we have developed the habit of ignoring it. How could this be possible? How could we become so blind to something so obvious? Mead’s argument is quite simply that we have developed the habit of regarding the present as something apart from the future and the past. It has become a habit of thought for us to think ourselves as also being apart from our experience as the present movement of time.’ (Griffin, 2002: 179).

The quotation above is taken from Doug Griffin’s book The Emergence of Leadership: Linking Self-Organization and Ethics which was published in 2002, and it points to the focus of this year’s Complexity and Management Conference 2016. As many of you will know, sadly Doug died on 17th December 2015 and we will be celebrating his contribution to the development of the perspective of complex responsive processes and the vibrant life of the Doctor of Management programme at this year’s conference. It was exactly to this area of inquiry, taking everyday complex experience seriously, that Doug was most committed, and the conference is another way of marking and honouring his work.

In this year’s event guest speakers will set out how paying attention to the everyday complexity of experience has made a difference to the work of their particular institution or area of research. The speakers are:

Henry Larsen, Professor of Participatory Innovation at Southern Denmark University, graduate of the DMan programme, ex- member of the Da Capo theatre company. His research interest is in exploring spontaneity and improvisation in the everyday processes of relating.

Professor Karen Norman of Kingston University and doctoral supervisor on the Doctor of Management programme. Karen was formally Chief Nursing Officer in Gibraltar and Director of Nursing for Brighton and Sussex University Hospitals NHS Trust (BSUH).

Mark Renshaw Deputy Chief of Patient Safety at Brighton and Sussex University Hospitals NHS Trust, Mark facilitated a range of quality improvement and patient safety initiatives and co – led the BSUH falls reduction programme – an initiative that started after a patient died after falling in hospital. This work has reduced the incidence of patient falls by 48%  over five years.

Pernille Thorup – Pernille is on the senior management team of COK (Center for Offentlig Kompetenceudvikling), which is the strategic partner in public sector development for KL (Kommunernes Landsforening), the organization of Danish Municipalities. She has recently undertaken a three year strategy process within the company, drawing on insights from the complexity sciences, which has now involved COK’s clients.

We expect the usual richness and diversity of discussion at the conference.

The conference booking page is now live and can be found at: http://tinyurl.com/hougy85 and as usual there is a discount for early-bird bookings.

Look forward to seeing you there.

Complexity and Management Conference 2016 – 10-12th June: Hertfordshire Business School

Complexity and Management Conference 2016 – 10-12th June: Hertfordshire Business School

Taking complexity seriously – what difference does it make in organisations? 

Venue: Roffey Park Management Centre

A familiar question from many managers who respond to our presentations on the relevance of insights from the complexity sciences to people organizing, is to ask what their practical application could possibly be. If they consider step-wise prescriptions for success to be ‘concrete’, or are looking for tools and techniques, then the injunction to take every day experience seriously may sound quite ephemeral. If the focus in strategic management is on the ‘big picture’ and wholesale change, then the recommendation to pay attention to how the ‘whole’ emerges in everyday interaction sounds very surprising. However, with some managers what we describe strikes a chord.

Additionally, the overwhelming majority of 60-plus graduates of the Doctor of Management programme have found the experience of paying attention to their practice with others transformative, both for themselves and for the organisations in which they work. Every year participants in the annual Complexity and Management conference, who come from a variety of organisational backgrounds, bring many examples of how taking the everyday complexity of organizational life seriously makes a difference to expanding possibilities for action. This experience is matched by an increased focus in the scholarly literature on everyday processes of organizing.

In this year’s conference we will discuss the complexity of practice and the difference it makes to pay attention to what we are all doing together to get things done.

Our key note speakers are:

Session 1

Henry Larsen, Professor of Participatory Innovation at Southern Denmark University, graduate of the DMan programme, ex- member of the Da Capo theatre company. His research interest is in exploring spontaneity and improvisation in the everyday processes of relating.

Professor Karen Norman of Kingston University and doctoral supervisor on the Doctor of Management programme. Karen was formally Chief Nursing Officer in Gibraltar and Director of Nursing for Brighton and Sussex University Hospitals NHS Trust (BSUH). She is also a graduate of the DMan programme and continues to take an interest in drawing on insights from complexity theory to inform clinical practice aimed at improving the experience of health care for patients.

Mark Renshaw Deputy Chief of Patient Safety at Brighton and Sussex University Hospitals NHS Trust, Mark facilitated a range of quality improvement and patient safety initiatives and co – led the BSUH falls reduction programme – an initiative that started after a patient died after falling in hospital. This work has reduced the incidence of patient falls by 48%  over five years.  His role has allowed him to explore his interest in complex systems and how behavioural change in clinical practice emerges out of group dynamics and professional ‘habitus.’

Henry, Karen and Mark will talk about their collaborative research project on reducing patient falls.

Session 2

Pernille Thorup – Pernille is on the senior management team of COK (Center for Offentlig Kompetenceudvikling), which is the strategic partner in public sector development for KL (Kommunernes Landsforening), the organization of Danish Municipalities. She has recently undertaken a three year strategy process within the company, drawing on insights from the complexity sciences, which has now involved COK’s clients. The changes in her own organisation and the discussion this has provoked in Denmark more widely, will form the subject of her talk.

A booking page on the university website will be uploaded in the New Year.

 

Strategic Management and Organisational Dynamics – 7th Edition

New edition published this month: the revised and updated version of Ralph’s textbook including sections on process organisation studies, new organisational  examples and more up-to-date references.

Stacey and Mowles

Complex responsive processes in Denmark

The following post is written by Karina Solsø Iversen, who is a senior consultant at Attractor in Denmark and a student on the Doctor of Management programme at the University of Hertfordshire.

Danish book on complex responsive processes48298a4459ca41cea19879115e574244-plusclubmaxi

It is a Friday night at7.30. The sun is shining outside in the beautiful garden of Roffey Park Institute which is the location for the quarterly residentials on the doctorate program (DMan) of the complexity and management research group. I sit in the lounge together with my new colleagues whom I have just met a few hours ago. This is my first residential. One of my new colleagues, Mick asks me: What are you doing as a professional? Happy that someone is interested in getting to know me I reply that I work as a consultant. He asks me what I do then. I tell him that I am a process consultant working with organizational development. He looks at me in a mischievous way and asks me once again the exact same question – what do I do then? Somewhat irritated and a bit insecure about what is going on, feeling like I am taking part in a test, I reply that I facilitate conversations between people coming from different departments, professions or hierarchies in order for them to create solutions together. Mick smiles and asks me once again what I then actually do …

A few months ago, my DMan colleague Pernille Thorup and I published a Danish introductory book on complex responsive processes. In Danish it is called: Leadership in Complexity. An introduction to Ralph Stacey’s theory about organization and leadership. Continue reading

Politics, impartiality, reflexivity – reflections on the 2015 Complexity and Management Conference

I promised to write up my presentation from the 2015 Complexity and Management Conference, which was entitled Exploring our Experience of Every Day Politics in Organizations. My task was to pull out a few themes which struck me, and to respond to the keynotes of Svend Brinkmann and Patricia Shaw. This post tries to identity common threads, lacunae and opportunities for thinking arising out of what our guests said and links these to reflections on what it might mean to reflect systematically on the politics of everyday life in organisations. Continue reading