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 →
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.
Danish book on complex responsive processes
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 →
Orthodox management literature contains many of the same assumptions about organisational culture: that changes in culture can be linked to organisational success and improvement; that culture is a mixture of the tangible (rules, behaviour, rewards) and the intangible (symbols); that culture can exist in an organisation and in sub-units within an organisation; that it can be ‘diagnosed’ and changed, perhaps with an ‘n’ step programme moving from existing to preferred cultures; that it is often precipitated by a leader having an inspiring vision.
For a discussion of alternatives from a complexity perspective come to the Complexity and Management Conference.
The key note speaker is Professor Ralph Stacey, one of the world’s leading scholars on complexity and management.
There will be lots of opportunity for lively discussion throughout the weekend.
Conference fees include all board and accommodation from 7pm Friday 6th to lunchtime Sunday 8th June. Book here.
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 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 →
The following is an abridged version of the talk given at the Complexity and Management Conference on 6th June 2010.
What would it mean for the practice of management education and research if we were to take up the ideas in the body of thought we are calling complex responsive processes of relating? How do the ideas in complex responsive processes of relating compare and contrast with critical management studies, for example?
Drawing on an eminent exponent of critical management studies (CMS) such as Mats Alvesson as an example, we would find that complex responsive processes and CMS share a lot in common. Both are concerned to engage in critical reflection on institutions; both resist the strong pressures of normalisation; both would entertain the idea that all knowledge creation is political, value-laden and interest-based. Alvesson’s ‘4 I’ framework (identity, institutions, interests and ideology) is a very helpful way for organisational researchers to think about the research they are undertaking (how are identities being constructed in this episode of organisational life; how are people engaged in thinking about the institution; whose interests are being served and what does this say about the ideological claims?). Alvesson encourages reflection and reflexivity as a way of producing complex and rounded accounts of organisational life, accounts which are ‘rich in points’. Continue reading →