In my first blog in this series, I introduced a research narrative from “Max” about conflicts that were arising as three teams came together in a newly merged organisation. These arose as the values and norms of those involved were being renegotiated in their interactions with each other. I introduced some ideas from Norbert Elias (1996) as a way of making sense of what might be happening in the narrative.
Max’s narrative also highlights another point made by Elias about norms and the way they are portrayed by some writers and how they conceptualise norms in a highly idealised manner, allowing the reader to see only those functions which they wish them to have and block the perceptions of those functions that they do not wish to perceive. So for example, the norm in Max’s narrative regarding not exposing disagreements in meetings, whilst serving some desirable functions, at the same time may block the potential to explore different perspectives in a way which could lead to something novel and creative to emerge. (Noting this too is not a panacea – as any norm suggesting conflict of this kind is “a good thing” which can only lead to positive outcomes is to misunderstand what Elias is pointing to. Something new and different does not always mean it will be better, and of course the judgement on this will vary from differing perspectives of those involved.) Thus any norm will have within it the same paradoxical features to which Elias is pointing – so a shift to a norm that encourages open contradiction and conflict in meetings as a generalised rule could at the same time block some of the benefits arising from failing to disagree, such as the ability to maintain a sense of civilised order and conduct in a way that enables groups to try to listen to each other. Continue reading →
I was recently reviewing a research narrative in which Max, the researcher, was describing what was happening in a health care organisation that was undergoing an organisational merger. Max had responsibility for leading a programme of work aimed at improving the care of patients with diabetes. This involved redesigning their treatment pathway to improve their disease management and reduce what were regarded by the organisation’s management as unnecessary and expensive admissions to hospital, which it thought could be better managed in the community. This work required him to bring together clinicians and managers from three former organisations, one of which he had worked for prior to the merger. His research interest is in exploring the concept of “transformation” and the narrative describes a series of meetings he is having with staff about the work. These meetings are proving difficult, because it is clear from what is being said that the groups from the three organisations have strong “we” identities arising from their former organisations and are all involved in stigmatising gossip based on their prejudices about each other. Max finds himself defending his former organisation when this is being criticised and also feels surprised and uncomfortable when it begins to appear as though the perceived source of the problem- the hospital- may not be the only cause of the problem – as he and his colleagues had formally perceived. He describes vividly the detail of a very difficult meeting in which one of the influential Doctors loses their temper and refuses to co-operate with colleagues from one of the other former organisations on the grounds that what is being proposed could compromise patient care. Max describes the frustration and anxiety this raises for him and others – including a discussion with his manager Carl, in which he is told that “failure is not an option”. Continue reading →
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 →