Only one week to go before the close of the early bird rate for this year’s Complexity and Management Conference on organisational culture.
Key note speaker: Prof Ralph Stacey
Good conversation, good food, great venue.
This is just a reminder about the Complexity and Management Conference (June 6-8th, Roffey Park, UK) with the title:
Can leaders change organisational culture?:
alternatives from a complexity perspective.
Prof Ralph Stacey is the key note speaker.
We will be setting up a payment page on the university website in early February. As usual there will be discounts for early bird bookers. Fees for the conference will include all meals and board, and the conference is residential.
Can leaders change organisational culture?: alternatives from a complexity perspective.
Whenever there is an organisational crisis, conventionally we come to explain what is unfolding in terms of failing leadership and/or inadequate organisational culture. This is a way of speaking about culture as a thing a discrete organisation ‘has’. It is assumed that culture exists within organizational boundaries and is a thing identifiable, manipulable and improvable by leaders and senior managers, sometimes even by politicians; it can be commanded, shaped and optimised, often at a distance. There are all manner of diagnostic tools and techniques available in management and organisational literature for analysing a deficient organizational culture which can then be remedied by taking a number of steps towards prereflected ends. There may even be metrics for measuring whether the culture change has successfully taken place in the transition between the current imperfect reality, and the often idealized prediction of what it ‘should’ be. During culture change initiatives there is often a grand appeal to values and the symbolic imagination.
This year’s Complexity and Management Conference will complement last year’s treatment of leadership by enquiring into the theme of organisational culture. We will discuss the extent to which the concept, in migrating from the discipline of anthropology, has been instrumentalised and trivialised. To what degree does the attempt to rationalise social life bring about organisational irrationality: the exact opposite of what is intended? If another way of thinking about culture is as the habitus, to what extent can this be manipulated and improved by anybody?
The keynote speaker in June next year will be Professor Ralph Stacey. Ralph is well known to many regular attendees at the CMC, but for those unfamiliar with his background he has worked in the construction industry, as an investment strategist in the finance industry, as a management consultant, a group therapist in the NHS and for the last 25 years as an academic. He has published many books and papers including Strategic Management and Organisational Dynamics: the challenge of complexity to ways of thinking about organisations and The Tools and Techniques of Leadership and Management: Meeting the challenge of complexity. Ralph will explore culture from the perspective of complex responsive processes of relating between people who enact and re-enact culture in the present, interpreting the past and in anticipation of the future.
Next year’s conference will be informal and highly participative, as in previous years. More details will follow in the New Year: the conference fee, when we agree it, will include all accommodation and food. It will be held at Roffey Park Institute in the UK: http://www.roffeypark.com .
In this post I will discuss some of the similarities and differences between scientific method in the natural and social sciences and question what it might mean to be scientific about the social. I will focus particularly on the nexus of theory and practice. This is important in the field of management where theories proliferate but where much less work is done to understand how these theories play out and evolve in organisational life, no matter what the strength of the prior claim that they have been empirically tested.
I doubt that anyone would want to make the case that what we are lacking in management is enough theories. Just to take the domain of leadership as an example, we are assailed with contradictory and competing theories, such as trait theories, behavioural theories, theories of transformational leadership, servant leadership, distributed leadership, and more latterly agile and sustainable leadership. An enormous amount of work goes into elaborating theories which are supposed to be ‘applied’ to organisations, accepting implicitly the dualism between theory, assumed to be the most important work, and practice, a lesser activity which has to be brought into line with theory. This distinction reaches back to the dispute between Plato and Aristotle, who disagreed as to the relative importance of each, with Aristotle arguing that in the field of human action, theories are necessary but insufficient:
[phronesis]is not concerned with universals only; it must also take cognizance of particulars, because it is concerned with conduct, and conduct has its sphere in particular circumstances. That is why some people who do not possess theoretical knowledge are more effective in action (especially if they are experienced) than others who do possess it.
For Aristotle phronesis, or practical judgement, will always involve the interplay of the particular and the general, a broad idea about what one is engaged in tempered by the particular circumstances of the forum in which one is acting.
In the Academy, however, the majority side with Plato about the importance of universals, and much greater esteem is accorded to theorising about management. Doctoral researchers in organisational studies who embark on traditional PhDs are expected to make a contribution to knowledge, which can be narrowly understood as the development and testing of a new theory. This is considered to be a close parallel to the methods used in the natural sciences – anything else would be ‘unscientific’. However, scientific method and insights are not monolithic and there are specific differences between the natural and social worlds. In the next section I will rehearse how the analogies from the complexity sciences, which have informed the perspective of complex responsive processes, come to problematize the idea of theory-generation about the social. Continue reading
In the last post I began to outline some of the similarities and differences between complex responsive processes and critical management studies (CMS) following Hugh Willmott’s keynote at the CMC conference. I have chosen to engage with Alvesson and Willmott’s book Making Sense of Management, while at the same time as recognising that CMS is a broad church and that this book is a primer in CMS. Nevertheless, in this post I will continue the discussion.
Complex responsive processes shares with CMS a critique of the individualising tendencies of modernity and argues instead for a radically social view of human beings and their activities. However, I think this is different from what Alvesson and Willmott term ‘radical humanism’ as an alternative. From our perspective we would side with both Mead and Elias in arguing that human beings are social through and through: there is no society without individuals and no individuals without society. Following Mead, mind, self and society all arise in social processes involving other social selves and our increasing abilities to take the attitudes of others to ourselves. This is not to deny any individuality but to emphasise how individuality is only possible in relation to other socialised individuals: i.e. society makes individuality possible. Continue reading
At this year’s conference Hugh Willmott, Research Professor of Organization Studies at Cardiff University, gave a key note on the financialized organisation during which he made a strong argument for the rehabilitation of political economy as a focus of research in organization studies. Additionally, he began engaging with complex responsive processes noting similarities and differences with critical management studies (CMS).
In this post and the next I will try to continue this discussion, noting points of overlap and contrast as a way of exploring the difference that makes a difference. One of the difficulties of doing this is that CMS is a broad and diverse church which contains a spectrum of opionion. So the basis of the exploration will be the latest edition of Hugh’s book co-written with Mats Alvesson, Making Sense of Management: a Critical Introduction. This post develops the input I gave at the June conference. Continue reading