So what shall we do?

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

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 They help turn organisations away from management methods more suitable for outdated notions of command and control management, which do not promote collaboration, and into flattened organisations where genuine partnership and collaboration are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

On Values

On values

This post sets out some thoughts provoked by my reading Ralph and Chris’ contributions. It is intended to provoke further conversation and act as an invitation to others to make a further comment.

The observations made by them that speaking about management differently can appear to others as though I am not taking ‘the game’ seriously or calling ‘the game’ into question can be seen as ‘anti-management’; that re-thinking the dominant discourse invites us to think of ourselves differently and therefore to question our identities as managers, and to rethink management from within the practice of management, resonate strongly with my own experience in my working life as a nurse manager. Hence, as I challenge many of the theoretical assumptions I had previously made about management, so my practice as a manager shifts because, quite simply, it no longer makes sense to do some of the things I was doing before. To try and explain more clearly what I mean. I shall write a short piece of narrative based on a conversation that struck me as interesting. Reflective narrative is an important component of the research methodology we are developing on the D.Man programme as part of the theory of complex responsive processes of relating. Continue reading