Tag Archives: complexity

Complexity and Management Conference (CMC) 8th-10th June 2018 – Taking Complexity Seriously.

Here are the outline arrangements for next year’s CMC, which is held to mark the retirement of Ralph Stacey after more than 30 years at Hertfordshire Business School.

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The conference begins as usual on Friday 8th June evening at 7pm and finishes after lunch on Sunday 10th. The conference fee covers all board and lodging, and the theme  this year is:

 

Taking complexity seriously – why does it matter?

A more detailed agenda for the conference will follow, but in outline:

  • Ralph Stacey will give the primary key note on Saturday morning 9th.
  • For the afternoon keynote slot there will be a variety of break-out sessions suggested by conference delegates and informed by the theme of the conference.
  • Chris Mowles will respond to themes which arise during the conference on Sunday morning .

On Friday 8th, there will be a one day introduction to complexity and management for those who have not yet come across the ideas  similar to the one we ran this year.

The one day workshop will be run by Ralph Stacey, and Chris Mowles. You can see a list of their publications on this blog.

The one day workshop on the 8th June will require participants to bring examples of some of the dilemmas they are facing at work. The workshop will start at 9.30am and will cover the following.

Session 1         Some key insights from the complexity sciences for thinking about    managing organizations. Ralph Stacey

Session 2         Participants discuss these ideas in relation to their practical experience at work.                        Plenary.

Session 3         Some key theories from the social sciences: power, process and communication.  Chris Mowles          

                        Q and A.

 Session 4         Experiencing uncertainty live: reflective group to consider the dynamics of this particular group in relation to the theories which have been explored during the day.

A booking site for both events will be uploaded onto the University of Hertfordshire website in early January 2018.

Accommodation for the one day workshop is not included in the fee, but separate arrangements can be made with Roffey Park by those delegates who will need to arrive the night before.

 

 

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Complexity and Management conference 8-10th June, 2018 – Roffey Park

This is to give  early notification that next year’s Complexity and Management Conference will take place at Roffey Park between 8-10th June 2018.

The conference will be held to mark the retirement of Ralph Stacey from the university and from the faculty of the Doctor of Management programme.

There will be more details in the autumn to give more details of the conference topic and the other key note speakers in addition to Ralph.

 

Details of the Complexity and Management workshop, Friday 2nd June 2017

The participants who attend the annual Complexity and Management conference experience the same dynamics as members of any other group, even if it’s a temporary group. For example, one repeating theme at the conference is the established/outsider dynamic of those who have been through the Doctor of Management programme, or are currently on it, and those who haven’t. Participants who have been exposed to the programme because they are graduates, or because they are regular conference attenders are likely to talk in a way which may feel exclusionary to those who are new. Almost every year, new attendees at the conference raise the question as to whether we could have done more to make them feel welcome. There is always the ghost of the DMan-demon at the conference.

For this reason we are holding a one day introductory workshop on Friday 2nd June, to present some of the key ideas which inform the perspective of complex responsive processes of relating. It is a public workshop open to all, not just those who will go on to attend the conference For those who do, it may, or may not, make a difference to the quality of their participation. The conference begins the same evening with supper at 7pm.

You can book for the one day workshop, for the workshop and conference, or just for the conference here. There is a discount for early-bird booking before April 30th. For more details on the workshop, continue reading below: Continue reading

Complexity and Management Conference 2-4th June 2017

Working in groups: what practical difference does it make to take complexity seriously?

One day introductory workshop on complexity and management Friday 2nd June.

2017Complexity and Management Conference 2-4th June 2017.

The booking page is now live and can be found by clicking this link. There is a £50 discount for booking before April 30th 2017.

‘The present historical situation shows clearly that human problems cannot be solved in isolation but only through concerted effort of the whole of humanity. The future of the human species may well be made or marred according to whether or not it is able to grasp this fact and act upon it while there is still time. Anything we can learn as to the relationships of persons towards each other, and of groups towards each other, is therefore, or great therapeutic significance.’ (Foulkes, 1947/2002)

Foulkes encouraged us to think about the importance of groups and ways of relating 80 years ago in the wake of the WWII – I wonder what he would have thought of our current predicaments. With increased social division, the rise of the far Right and demagoguery, we would be naïve to think that recent political upheavals in Europe and America do not also show up in different forms in organisational life.

Foulkes invited us to be more scientific about groups, seeing them  as a resource, as a means to liberate ourselves from unhelpful, repetitive behaviour, which may be informed by our primitive responses to each other. He thought it possible that we could learn better to adjust to each other and gain insight into our often stuck and unhelpful behaviour.  But by ‘adjustment’ he did not mean that we simply conform mindlessly. Rather, adjustment is made possible from our insight that we are interdependent and through the development of more helpful, negotiated ways of going on together.

The 2017 Complexity and Management Conference takes inspiration from Foulkes, but broadens his thinking by drawing on perspectives from organizational theory, sociology and philosophy. Our intention is to explore the complex responsive processes of relating in groups and to think about their relevance for our everyday experience of organising.

This year we are also offering an additional one day introductory workshop on Friday 2nd June. This workshop is suitable to anyone who would like to attend the conference but has had little exposure to the ideas informing the perspective of complex responsive processes. It is an opportunity to learn some of the basic concepts and to think about them in relation to your experience at work. The workshop is freestanding, and there is no requirement to attend the conference afterwards.

The conference itself runs as usual from 7pm Friday 2nd June till after lunch on Sunday 4th June. The conference fee includes all board and lodging and will have its usual mix of key note speeches, break-out discussions and informal socialising.

Key note speakers this year are:

Dr Martin Weegmann, who is a Consultant Clinical Psychologist and Group Analyst, and 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).

Dr Karina Iversen is a graduate of the Doctor of Management programme and an experienced consultant working in Denmark. She has co-authored a Danish introductory book on 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 the Copenhagen Business School.

Professor 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.

If there are any queries then please contact Prof Chris Mowles: c.mowles@herts.ac.uk

 

Complex responsive processes in Sydney, Dec 12/16 2016

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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 c.mowles@herts.ac.uk

Working in groups : what practical difference does it make to take complexity seriously?

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 c.mowles@herts.ac.uk. Booking begins early 2017.

Can we ever be clear with each other?

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.’ [1] Continue reading