Category Archives: complex responsive processes

The entrepreneurial self and the social self: reflections on the 2016 CMC

Here are a series of articles which illustrate the way in which business vocabulary has entered into our way of talking about ourselves and our relationships:

This is from Forbes magazine and suggests you treat yourself as a product and a brand.

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This is from the Wall St Journal and shows a family who have pinned a mission statement to their fridge and have agreed targets for each other.

Screenshot 2016-06-14 12.44.19

Continue reading

Last few places remaining – Complexity and Management Conference June 10-12th 2016

What practical difference does it make to take every day organizational experience seriously?

What ways of working may help better illuminate how we co-operate and compete to get things done?

How helpful is it to understand the patterning of human interaction as complex responsive processes of relating?

If you are interested in hearing about some concrete examples where taking a complexity perspective on improving practice and developing strategy has made a difference in organizations in the UK and Denmark, then there are still some remaining places at this year’s conference. This is an opportunity to listen to others, to participate in conversations, as well as to talk about and reflect on  your own work situation.

We can also promise a diverse and interesting group of delegates and good food. The conference fee includes all board and lodging, and the conference begins Friday at 7pm and ends on Sunday lunchtime.

The booking page is here.

 

Taking complexity seriously – what difference does it make in organisations? 

Complexity and Management Conference June 10-12th 2016

This is a reminder that there is only one month to go to claim your early bird discount for this year’s conference. You can book your place at the conference here: http://tinyurl.com/hougy85

At the conference we will be commemorating the work of Prof John Douglas Griffin who was one of the founders of the Doctor of Management programme at Hertfordshire Business School, and a key contributor to the body of theories we refer to as complex responsive processes of relating.

The conference will be held in the deliberative tradition which Doug loved. The focus of the conference involves exploring practical problems in organisations in the pragmatic school of thought. That is to say it is concerned with what people are doing when they create and recreate their work together, how they think and talk about their work, how we as participants in the conference might think about this further, and gives examples of how thinking, talking and participating differently sometimes brings about changes in patterns of working.

There is an inaugural drinks reception and dinner on Friday night, 10th June @ 7pm. Then there will be two keynotes on Saturday by our guests Prof Henry Larsen, Mark Renshaw, Dr Pernille Thorup, and faculty member Prof Karen Norman who will draw on their experience of trying to get things done in organizations. There will be lots of time for deliberative exploration after each keynote, and many opportunities for agreeing, disagreeing and exploring further. We will also hold a commemoration for Doug in the early evening. On Sunday we will review some of the key themes of the conference and reflect on them some more.

The conference attracts very diverse participants, practitioners and academics, from a wide variety of countries. The conference fee includes all board and lodging.

Complexity and Management Conference 10-12th June 2016 – booking now open

‘What Mead is proposing is a different way of thinking about everyday social interaction, not as observers of experience but rather as participants in experience, the nature of which is self-organising sense-making. He is drawing attention to what we are doing every day in all our actions and arguing that we have developed the habit of ignoring it. How could this be possible? How could we become so blind to something so obvious? Mead’s argument is quite simply that we have developed the habit of regarding the present as something apart from the future and the past. It has become a habit of thought for us to think ourselves as also being apart from our experience as the present movement of time.’ (Griffin, 2002: 179).

The quotation above is taken from Doug Griffin’s book The Emergence of Leadership: Linking Self-Organization and Ethics which was published in 2002, and it points to the focus of this year’s Complexity and Management Conference 2016. As many of you will know, sadly Doug died on 17th December 2015 and we will be celebrating his contribution to the development of the perspective of complex responsive processes and the vibrant life of the Doctor of Management programme at this year’s conference. It was exactly to this area of inquiry, taking everyday complex experience seriously, that Doug was most committed, and the conference is another way of marking and honouring his work.

In this year’s event guest speakers will set out how paying attention to the everyday complexity of experience has made a difference to the work of their particular institution or area of research. The speakers are:

Henry Larsen, Professor of Participatory Innovation at Southern Denmark University, graduate of the DMan programme, ex- member of the Da Capo theatre company. His research interest is in exploring spontaneity and improvisation in the everyday processes of relating.

Professor Karen Norman of Kingston University and doctoral supervisor on the Doctor of Management programme. Karen was formally Chief Nursing Officer in Gibraltar and Director of Nursing for Brighton and Sussex University Hospitals NHS Trust (BSUH).

Mark Renshaw Deputy Chief of Patient Safety at Brighton and Sussex University Hospitals NHS Trust, Mark facilitated a range of quality improvement and patient safety initiatives and co – led the BSUH falls reduction programme – an initiative that started after a patient died after falling in hospital. This work has reduced the incidence of patient falls by 48%  over five years.

Pernille Thorup – Pernille is on the senior management team of COK (Center for Offentlig Kompetenceudvikling), which is the strategic partner in public sector development for KL (Kommunernes Landsforening), the organization of Danish Municipalities. She has recently undertaken a three year strategy process within the company, drawing on insights from the complexity sciences, which has now involved COK’s clients.

We expect the usual richness and diversity of discussion at the conference.

The conference booking page is now live and can be found at: http://tinyurl.com/hougy85 and as usual there is a discount for early-bird bookings.

Look forward to seeing you there.

Complexity and Management Conference 2016 – 10-12th June: Hertfordshire Business School

Complexity and Management Conference 2016 – 10-12th June: Hertfordshire Business School

Taking complexity seriously – what difference does it make in organisations? 

Venue: Roffey Park Management Centre

A familiar question from many managers who respond to our presentations on the relevance of insights from the complexity sciences to people organizing, is to ask what their practical application could possibly be. If they consider step-wise prescriptions for success to be ‘concrete’, or are looking for tools and techniques, then the injunction to take every day experience seriously may sound quite ephemeral. If the focus in strategic management is on the ‘big picture’ and wholesale change, then the recommendation to pay attention to how the ‘whole’ emerges in everyday interaction sounds very surprising. However, with some managers what we describe strikes a chord.

Additionally, the overwhelming majority of 60-plus graduates of the Doctor of Management programme have found the experience of paying attention to their practice with others transformative, both for themselves and for the organisations in which they work. Every year participants in the annual Complexity and Management conference, who come from a variety of organisational backgrounds, bring many examples of how taking the everyday complexity of organizational life seriously makes a difference to expanding possibilities for action. This experience is matched by an increased focus in the scholarly literature on everyday processes of organizing.

In this year’s conference we will discuss the complexity of practice and the difference it makes to pay attention to what we are all doing together to get things done.

Our key note speakers are:

Session 1

Henry Larsen, Professor of Participatory Innovation at Southern Denmark University, graduate of the DMan programme, ex- member of the Da Capo theatre company. His research interest is in exploring spontaneity and improvisation in the everyday processes of relating.

Professor Karen Norman of Kingston University and doctoral supervisor on the Doctor of Management programme. Karen was formally Chief Nursing Officer in Gibraltar and Director of Nursing for Brighton and Sussex University Hospitals NHS Trust (BSUH). She is also a graduate of the DMan programme and continues to take an interest in drawing on insights from complexity theory to inform clinical practice aimed at improving the experience of health care for patients.

Mark Renshaw Deputy Chief of Patient Safety at Brighton and Sussex University Hospitals NHS Trust, Mark facilitated a range of quality improvement and patient safety initiatives and co – led the BSUH falls reduction programme – an initiative that started after a patient died after falling in hospital. This work has reduced the incidence of patient falls by 48%  over five years.  His role has allowed him to explore his interest in complex systems and how behavioural change in clinical practice emerges out of group dynamics and professional ‘habitus.’

Henry, Karen and Mark will talk about their collaborative research project on reducing patient falls.

Session 2

Pernille Thorup – Pernille is on the senior management team of COK (Center for Offentlig Kompetenceudvikling), which is the strategic partner in public sector development for KL (Kommunernes Landsforening), the organization of Danish Municipalities. She has recently undertaken a three year strategy process within the company, drawing on insights from the complexity sciences, which has now involved COK’s clients. The changes in her own organisation and the discussion this has provoked in Denmark more widely, will form the subject of her talk.

A booking page on the university website will be uploaded in the New Year.

 

Strategic Management and Organisational Dynamics – 7th Edition

New edition published this month: the revised and updated version of Ralph’s textbook including sections on process organisation studies, new organisational  examples and more up-to-date references.

Stacey and Mowles

Complex responsive processes in Denmark

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.

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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

Complexity and Management Conference June 2015 – themes and agenda

At the Complexity and Management Conference this weekend (5th-7th June at Roffey Park) we will be discussing a variety of themes concerning power and politics in organisations. As a small contribution to the discussion I offer the following:

There are two managerial tendencies in contemporary organisations which in my view work against the exploration of difference, and cover over the opportunity for collective reflection.

The first is the increasing prevalence of instrumental reason in the shape of rhetorical appeals to ‘what works’, or what ‘adds value’ or is best for effectiveness and efficiency.  This is not to argue in favour of inefficiency or ineffectiveness, or allowing employees to do whatever they want, but if we start from the premiss that there is no one best strategy, then all options about what employees might do together to improve organisational outcomes will bring with them advantages and disadvantages. It depends when the evaluation is made, and who is judging.

If the future is uncertain then we can never be sure what will work and what will not until we try something together, and even then we may disagree about what we find. So it may be worth exploring the merits of different courses of action and tolerating dissent, disagreement and contestation before we embark upon something.

The second tendency can arise as a direct result of the first, that there is a lack of shared experience of deliberating together, and therefore a greater reluctance to consider it. All kinds of reasons are given for not thinking together: because there isn’t time, because it will open a can of worms, because it will be just a talking shop, because it’s a luxury we can’t afford, because we’re an action-oriented organisation. In effect what then happens is a closing down of opportunity to seek different perspectives which prevents bringing about what Hannah Arendt referred to as ‘enlarged mentality’, the possibility of experiencing human plurality. The ability to consider the perspective of others was of prime importance to Arendt, since it enables us to decentre ourselves and avoid narcissism, as well as preventing tyranny where there is only a hearing for one point of view.

Another aspect of deliberating together in public, particularly when we are face to face, is that the intimacy of being together obliges us more actively to find ways forward. But confronting each other with our differences can be painful, and it isn’t always easy to do.

These are some of the themes we will be struggling with, more or less painfully,  on the weekend, and here is the rough agenda for the discussions.

Look forward to seeing you there if you have registered, and if not we will try and post some reflections on what happened afterwards.

New publications in April

Here are three new publications from DMan faculty members published this month:

Commons and Lords: a Short Anthropology of Parliament – Emma Crewe

The House of Commons: an Anthropology of MPs at Work – Emma Crewe

Managing in Uncertainty: Complexity and the Paradoxes of Everyday Organisational Life – Chris Mowles

61o5S19tTBL 71rGKydMesL Book cover

Complexity and Management Conference 5th-7th June 2015

This is just to remind you that if you book your place for the Complexity and Management Conference June 5-7th before the end of April you get a £50 early-bird discount. The link to go to the university booking page is here: http://tinyurl.com/k7t2rd4
The theme for the conference is:
Exploring our experience of everyday politics in organisations.
 
Our key note speakers are Prof Svend Brinkmann of Aalborg University and Prof Patricia Shaw formerly of the Complexity and Management Group at UH and now at Schumacher College.
Looking forward to seeing you there.