After a series of workshops in Australia a colleague observed to me that the perspective of complex responsive processes is very good at taking apart the dominant discourse on management. It does so systematically and methodically, and although making no claims to be the only school of thought which takes a critical stance towards instrumental management theory, it appears to offer nothing in its place. As my Australian colleague observed, ‘so what do you leave people with. What should they do?’ Continue reading
Chris Mowles is visiting Australia the week beginning 12th December and will be running a two day intensive workshop and a breakfast meeting with 10000hours .
The two day workshop is entitled:
LEADING IN UNCERTAINTY – 13/14th December
The workshop is suitable for experienced leaders, managers and consultants from all kinds of organizations. It includes a mixture of seminars, break-out discussions, and real time exploration of examples from participants’ own organizations.
Chris will draw on insights from the complexity sciences developed by Ralph Stacey in the perspective known as complex responsive processes, which informs this blog.
Participants can expect to gain basic insights into the complexity sciences understood in social terms, and to experience the importance of reflection and reflexivity in relation to their particular organizational contexts.
To find out more follow this link: http://10000hours.com/chrismowles/
Breakfast meeting Thursday 15th December
10,000 Hours will host a breakfast meeting for experienced leaders, managers and consultants wishing to hear about the what difference understanding organisational life as complex responsive processes of relating can make to the task of leading of managing.
Evening seminar UTS Thursday 15th December
Chris will give a seminar hosted by UTS to interested academic colleagues about some of the difficulties of sustaining critical management education in the UK. He will talk in particular about the contribution of the Doctor of Management programme at the university of Hertfordshire.
Lunchtime seminar RMIT Melbourne 16th December
Chris will give a similar seminar to interested academic colleagues in Melbourne at lunchtime in RMIT.
If you are based in Australia and any of the above interests you contact Chris at email@example.com
In this post I am curious about a set of approaches which seem to have family resemblances with, and claim to be at least partly based on, insights from the complexity sciences similar to ones taken up and developed on this blog. As with the last post I try to understand the methods in their own terms before offering a critique.
I take together the holacracy method, the sociocracy movement, which appear to be mutually informing to a degree, and Frederic Laloux’s Reinventing Organizations. All three offer a partial critique of contemporary management practice and promise a more effective way to structure and run organisations based on principles of ‘self-organisation’. Holacracy in particular claims to offer ‘a complete packaged system for self-management in organizations’, while Reinventing Organizations claims to offer a new worldview. I do not intend to explore the similarities and differences in great detail for fear of losing both myself and the reader, but try to cover some of the main assumptions in each. As with Clear Leadership, there are quite detailed prescriptions as to how to fully realize the perspective. (readers can listen to a recorded telecall here where one of the proponents of sociocracy, James Priest, describes what he sees as the similarities and differences between the different approaches, and includes reflections on Agile and pattern language, which I do not address). Continue reading
Complexity and Management Conference 2017 – 2nd– 4th June: Roffey Park Management Centre
Human beings are born into groups and spend most of their working lives participating in them. Groups can be creative and improvisational, transforming who we think we are, and they may also be destructive and undermining. They hold the potential for both tendencies.
Many employers emphasise the importance of teamwork, yet employees in organizations are often managed, developed and assessed as though they were autonomous individuals. And although many organisational mission statements include aspirations to be creative and innovative, it is a rare to attend a meeting without a particular end in view, where participants feel able to explore the differences and difficulties that arise when they work together.
Meanwhile organizational development (OD) literature tends to idealize, and assumes that the best kind of organizations are those where staff ‘align’ with each other and learn to communicate in ways which bypass power and politics. They are offered step-wise tools and techniques to help them communicate with ‘openness and transparency’, so they can speak the truth and understand each other harmoniously. Conflict and power struggles are then topics that are avoided or ignored. The danger of the individualizing and idealizing tendencies in organisations is that they may leave employees feeling deskilled and unconfident about how to work creatively in groups.
At the 2017 Complexity and Management Conference we will discuss practical ways of working in groups, which assume that human interaction is necessarily imperfect, ambiguous and conflictual, and this contributes to the complex evolution of organizational life.
Keynote speakers this year: Dr Martin Weegmann, Dr Karina Solsø Iversen and Professor Nick Sarra
Martin Weegmann is a Consultant Clinical Psychologist and Group Analyst, who has specialised in substance misuse and personality disorders and is a well-known trainer. His latest books are: The World within the Group: Developing Theory for Group Analysis (Karnac, 2014) and Permission to Narrate: Explorations in Group Analysis, Psychoanalysis & Culture (Karnac 2016). He is currently working on a new edited book, Psychodynamics of Writing.
Karina Solsø Iversen is graduate of the Doctor of Management programme and an experienced consultant working in Denmark. Karina’s consultancy work is based on the practice of taking experience seriously as a way of working with leadership and organizational development. She has co-authored a Danish introductory book to the theory of complex responsive processes of relating, which has gained a lot of attention in Danish communities interested in complexity. Karina is also an external lecturer at Copenhagen Business School.
Nick Sarra is a Consultant Psychotherapist working in the NHS and a group analyst specialising in organisational consultancy,debriefing and mediation within the workforce. He works on three post graduate programmes at the School of Psychology, Exeter University and is a Visiting Professor at the University of Hertfordshire.
Further details from firstname.lastname@example.org. Booking begins early 2017.
Over the past couple of months I have come across Gervase Bushe’s Clear Leadership method being promoted by a number of OD practitioners and institutions, so I thought it would be worth spending a blog post discussing the ideas that he puts forward and to offer a critique from the perspective of complex responsive processes of relating. By inquiring into this set of methods I am interested to know if there is anything genuinely knew in what is on offer.
Clear Leadership – the basics
Clear Leadership is a set of tools, techniques and practices which promise to change the culture in organisations. They help turn organisations away from management methods more suitable for outdated notions of command and control management, which do not promote collaboration, and into flattened organisations where genuine partnership and collaboration are possible. A student interested in learning to exercise clear leadership can do so in a four day course, and the methods can then be cascaded throughout their organization.
What are the basic premises of Clear Leadership? Firstly, Bushe argues that it is not possible to create organisations where genuine partnership and collaboration can take place without changing the leadership culture. Secondly, changing the culture means clearing away the ‘organizational mush’, by which Bushe means the inevitable miscommunications and misinformation that is generated in any organisation by people making up stories about each other which are not true, and thus creating distrust. They do this because they are frightened to say what they are really thinking about each other, or they do so unskillfully by making judgements and putting others off. He adduces research to claim that four out of five conflicts in organizations are due to people making things up about each other: ‘people need to be able to get conflict out in the open, uncover the real level of alignment or lack thereof, get clear about what everyone really thinks, feels and wants, and clear out the mush.’  Continue reading
For those readers of this blog outside the UK, and who may have a less detailed understanding of what has been happening here, contemporary British politics offers some perfect examples of individual and group behaviour at the extreme. This drama could be of great interest to organizational scholars, particularly in this exaggerated form because it gives the lie to the perspective that we are all rational, calculating individuals capable of calmly working out what is in our best interests and that of others, and that we are always in control. Rather it has been a story of manic action and reaction, no doubt accompanied by very strong feelings, which has mirrored a particularly bloody episode of Game of Thrones.
The whole circus has been amplified because it takes place in the public gaze and is subject to minute by minute commentary by media and social media, and is not subject to the usual smoothing over by public relations techniques which imply that everyone knows what they are doing and has a plan. In many ways the amplification is a classic example of what Anthony Giddens meant by the ‘double hermeneutic’ – observations, interpretations of what is unfolding get taken up by the actors themselves, and so shape as well as describe what is happening, forming and being formed. Continue reading
Here are a series of articles which illustrate the way in which business vocabulary has entered into our way of talking about ourselves and our relationships:
This is from Forbes magazine and suggests you treat yourself as a product and a brand.
This is from the Wall St Journal and shows a family who have pinned a mission statement to their fridge and have agreed targets for each other.