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.

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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

Complexity and Management Conference June 2015 – themes and agenda

At the Complexity and Management Conference this weekend (5th-7th June at Roffey Park) we will be discussing a variety of themes concerning power and politics in organisations. As a small contribution to the discussion I offer the following:

There are two managerial tendencies in contemporary organisations which in my view work against the exploration of difference, and cover over the opportunity for collective reflection.

The first is the increasing prevalence of instrumental reason in the shape of rhetorical appeals to ‘what works’, or what ‘adds value’ or is best for effectiveness and efficiency.  This is not to argue in favour of inefficiency or ineffectiveness, or allowing employees to do whatever they want, but if we start from the premiss that there is no one best strategy, then all options about what employees might do together to improve organisational outcomes will bring with them advantages and disadvantages. It depends when the evaluation is made, and who is judging.

If the future is uncertain then we can never be sure what will work and what will not until we try something together, and even then we may disagree about what we find. So it may be worth exploring the merits of different courses of action and tolerating dissent, disagreement and contestation before we embark upon something.

The second tendency can arise as a direct result of the first, that there is a lack of shared experience of deliberating together, and therefore a greater reluctance to consider it. All kinds of reasons are given for not thinking together: because there isn’t time, because it will open a can of worms, because it will be just a talking shop, because it’s a luxury we can’t afford, because we’re an action-oriented organisation. In effect what then happens is a closing down of opportunity to seek different perspectives which prevents bringing about what Hannah Arendt referred to as ‘enlarged mentality’, the possibility of experiencing human plurality. The ability to consider the perspective of others was of prime importance to Arendt, since it enables us to decentre ourselves and avoid narcissism, as well as preventing tyranny where there is only a hearing for one point of view.

Another aspect of deliberating together in public, particularly when we are face to face, is that the intimacy of being together obliges us more actively to find ways forward. But confronting each other with our differences can be painful, and it isn’t always easy to do.

These are some of the themes we will be struggling with, more or less painfully,  on the weekend, and here is the rough agenda for the discussions.

Look forward to seeing you there if you have registered, and if not we will try and post some reflections on what happened afterwards.

Early Bird Discount Ends April 30th

The Complexity and Management Conference 5-7th June 2015 Early Bird Discount ends 30th April 2015.

The conference title is: Exploring our experience of everyday politics in organisations.
 
The key note speakers are Prof Svend Brinkmann and Prof Patricia Shaw.

The booking page can be found here: http://tinyurl.com/k7t2rd4  The fee for the conference includes accommodation and food from Friday evening through to Sunday lunchtime.

Anyone wishing to put forward suggestions for discussion groups please contact me: c.mowles@herts.ac.uk
Looking forward to seeing you there.

New publications in April

Here are three new publications from DMan faculty members published this month:

Commons and Lords: a Short Anthropology of Parliament – Emma Crewe

The House of Commons: an Anthropology of MPs at Work – Emma Crewe

Managing in Uncertainty: Complexity and the Paradoxes of Everyday Organisational Life – Chris Mowles

61o5S19tTBL 71rGKydMesL Book cover