Category Archives: complexity

Online Symposium/Practicum November 28th – now booking.

Exploring the complexity of conflict and organising in the time of Covid-19.

The Symposium booking site is now open and is available here . We will send participants a link at least 48 hours before the event begins.

Here is the agenda for the day. The Symposium/Practicum will be a combination of group reflection on organisational dilemmas in the morning, and workshops/seminars in the afternoon where contributors will bring something which preoccupies them in their workplace.

10.00- 11.00    Complexity and Management Centre colleagues start with an open discussion of some key themes, followed by small groups.

11.00-11.30    Break

11.30-13.00    Large group meeting continuing the exploration of the above.

13.00-14.00    Lunch

14.00-15.30    Practice-based seminars offered by Symposium participants I.

15.30-16.00    Break

16.00-17.30    Practice-based seminars offered by Symposium participants II

17.30-18.00    Final plenary.

As a contribution to the discussion in advance of the event, faculty member Dr Karina Solsø Iversen has written the following:

The pursuit of meaning through political action

When Corona virus struck some months back many of us suddenly found ourselves working from home in ways that we hadn’t thought was possible prior to this crisis. For me as an organizational consultant, some activities were postponed while others were moved to an online format.

In the following I will draw on ideas from the philosopher and political thinker, Hannah Arendt to make sense of some of the difficulties that I feel Covid-19 has created, and then conclude by drawing attention to aspects of this crisis, which leave me with a sense of hope.

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Complexity and Management Centre. Symposium/Practicum Saturday November 28th 2020.

Exploring the complexity of conflict and organising in the time of Covid-19.

The following is a contribution to the discussion leading up to the Symposium from Professor Nick Sarra, who is a member of the DMan faculty and a Consultant Psychotherapist in the NHS in the South West of the UK. Nick also teaches at Exeter University.

The booking page for the Symposium/Practicum will open to the public from Weds 14th October.

The potential for conflict in the clinical setting and in the time of the Covid pandemic.

Multiple narratives arise from all clinical situations. We have the narrative of the patient or those receiving care. We may also have narratives from all those involved in the patient’s life such as partners and relatives.Then again there are the narratives of the health care professionals involved and perhaps other agencies such as social workers or the police.

The increasing negotiation of these narratives in online environments adds further complexity.The compulsive tendency to keep on ‘self view’, the ability to see yourself along with others on the screen, amplifies a performative preoccupation which may lead to overly mannered gestures from participants. This sense of there being an environment of many eyes without the intimate communication of the directly experienced gaze leads to a quality of the Panopticon, the all-seeing other whose gaze  can  never directly be ascertained, but which may nonetheless always feel present.This panopticonic quality undermines the fullness of communication through the filmed theatrics, and the experience is impoverished through the absence of live bodies.

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Online Symposium/Practicum November 28th 2020 – Conflict and Organising in the Time of Covid-19.

The Complexity and Management Centre offers a one day Symposium/Practicum on Saturday November 28th to explore the experience of conflict during a time of radical uncertainty. The day is intended as an opportunity to bring practical dilemmas to a community of engaged inquirers, to reflect together and think out loud. In reflecting on conflict at work, we will also take seriously the experience of being together in an online forum.

Why do we think it is important to focus on conflict, and how do we understand it?

A variety of contradictory patterns are emerging in organisational life in the wake of responses to the pandemic. Changes in working practices which may have been considered ideal improvements at some point in the future have happened almost overnight. Everyone has had to be very creative to develop workarounds and innovative ways of being together. The usual negotiations, objections, reflections, adjustments have gone by the board and organisations have shifted rapidly from one way of working to another. This has taken cooperation from managers and staff in exceptional times: a unified response to a shared crisis. Most schools and universities have moved teaching online in record time, staff have dramatically reconfigured services in the health sector, and managers’ ambivalence about remote working have melted away, at least for the foreseeable future. Necessity has been the mother of invention and if my own organisation is anything to go by, many people feel justifiably proud of what they have achieved. Scrutiny of micro-detail, which is one of the hallmarks of managerialism, has not been possible and managers have had no choice but to let staff get on with it.

At the same time removing the opportunity for reflection and deliberation also takes away the possibility of practising every day politics, by which I mean both the public and hidden engagement with difference and the possibility of generating plural points of view. Video conferencing is a flat medium where it is very difficult to discern what’s going on and to develop a felt sense of the other. The accidental and incidental sense-making which takes place after any meeting to decide things has to become more deliberate if it is to happen at all. Since video conferencing can be enervating, meetings can get truncated with the encouragement to become ‘focused’ and ‘business-like’. In doing so it is easy to pare away the human messiness of complex communication. Nuance, doubt, clarification of what is being proposed may all disappear. As a consequence, it has become much harder to organise in resistance, formally or informally, or to lobby to influence the outcome.

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Complexity and Management Online Symposium – Sat November 28th 2020

Following the success of this year’s online Complexity and Management Conference on Leadership and Collaboration, and with the encouragement of the delegates who attended, we have decided to hold a one day Symposium this November 28th 2020. The event will also be online and will mark the half way point towards next year’s conference, which we intend holding face to face as usual at Roffey Park, UK, June 4th-6th 2021.

We already have a speaker for next year’s conference 2021: Lyndsey Stonebridge who is Interdisciplinary Chair and Professor of Humanities and Human Rights at Birmingham University. Professor Stonebridge is an international authority on Hannah Arendt and has a book coming out on her work soon.

We ask you to save the date of the Symposium if you are interested in participating while we work up an agenda for the day. The day may well include:

  • Opportunities for delegates to bring current organisational dilemmas to present in a workshop or simply to discuss in break-outs.
  • Contributors to the forthcoming Complexity and Management series of edited volumes might want to rehearse the key themes of their chapters in workshop to see what resonance they have with others.
  • An experiential group.

If you have any other ideas you would like to discuss, or if you would like to present some research, please get in touch. I will communicate more details about the event in the autumn.

Complexity and Management Conference and workshops 5/6th June 2020

Complexity and Collaboration – implications for leadership and practice

The booking sites for the workshops on Friday 5th June and the Complexity and Management Conference on Saturday 6th June are now open to the public.

The workshop Improvising in the complexity of collaboration and conflict on Friday 5th June 9-5pm will explore the enabling constraints of ‘working live’ whilst remaining socially distant from colleagues. The workshop is likely to be most beneficial to delegates who have previously attended one of our programmes or conference, or are familiar with our way of working. Access to Zoom and a desk based PC plus a phone or a tablet is required.

The workshop  is convened Prof Karen Norman, Prof Henry Larsen and colleagues from the Universities of Southern Denmark and Hertfordshire and is open to 20 participants (with a wait list if oversubscribed).

The booking site is here.

The workshop An Introduction to Complex Responsive Processes on Friday 5th June 9-5pm is on the main principles of the perspective of complex responsive processes, which we offer every year. It is a highly participative introduction to complexity and its organisational implications drawing on delegates’ workplace experience, and is offered by Prof Chris Mowles. Maximum 30.

The booking site is here

This year’s conference entitled Complexity and Collaboration – implications for leadership and practice is on Saturday 6th June 9.005 pm and we are delighted to have Prof Barbara Simpson as our keynote speaker from first thing in the morning. The rest of the day will be highly participative and discussive, involving break out groups to discuss the keynote. In the afternoon workshops will be offered by conference delegates on aspects of their work related to the theme. Members of faculty will sum up some of the key themes of the day in a final plenary which will be as participative as the size of the conference will allow online. Maximum 60 people.

The booking site is here.

Looking forward to seeing you there. Apologies if you have already received this information elsewhere.

 

CMC June 4-7th 2020 to move online

In the light of the Covid-19 crisis we have decided to cancel the 2020 Complexity and Management Conference as a face-to-face event. This is partly due to the fact that on current trends the pandemic will be at its peak in the UK in May/June, and probably across Europe too, and partly because the uncertainty has already begun to affect the numbers of people booking. Every year probably 50% of our delegates come from overseas, and a good proportion of UK delegates and overseas delegates are consultants who are preparing to lose almost all of their business over the coming period. I have had a number of people write to me on the one hand expressing their desire to come to the conference, yet on the other acknowledging that they cannot commit the resources to doing so given how much they are going to have to retrench.

We do intend to hold at least a one-day event online – we think it is important to do something in response to the new times we all face. The conference is, after all, supposed to be about the idea of collaboration, which is something to think about whether we meet face to face or not. And we are a research community interested in making sense of the experience of acting in conditions of uncertainty. For these reasons we need to respond in some way by finding alternative opportunities for making meaning from what we are all going through, the complex responsive processes of acting into this particular set of unpredictable circumstances.

We are investigating how we might host online discussions and other inputs. We are also thinking about whether we can offer the one-day workshops planned for the Friday as online events.

So if you are still interested in participating, please don’t fill up your diaries with anything else, at least for the Friday (if you have signed up for the workshops) and Saturday.

I have written to those of you who have already signed up for the event letting you know that I have triggered a refund from the university.

I will write to you soon with our ideas for hosting an online event, or series of events.

 

Complexity and Management Conference 5th-7th June 2020. Outline agenda.

This year’s Complexity and Management Conference on the theme of Complexity and Collaboration – implications for leadership and practice will be highly participative, and will involve lots of conversation about the everyday experience of trying to collaborate with others.

The outline programme is as follows:

Friday 5th June            9.30-5.00

Workshop on the main principles of the perspective of complex responsive processes: a highly participative introduction to complexity and its organisational implications drawing on delegates workplace experience – Chris Mowles.

OR

Improvising in the complexity of collaboration and conflict, a workshop introducing techniques of improvised theatre through ‘working live’ with professional actors on participants’ stories from their workplace. The workshop is convened by Prod Henry Larsen and Prof Karen Norman.

7.00pm            Reception and conference dinner.

Saturday 6th June

9.00am            Key note speech by Professor Barbara Simpson on the dynamics of collaborative leadership.

10.30               Break

11.00               Discussion groups on the key note.

12.30               Lunch

2.00                 Workshops convened and presented by delegates on topics related to the conference theme.

3.30                 Break

4.00                 Workshops convened and presented by delegates on topics related to the conference theme round II.

5.30                 End of day.

Sunday 7th June

9.00                 Response to key themes emerging from yesterday.

10.30               Break

11.00               Discussion groups

12.00               Plenary

13.00               Lunch then conference ends.

It is possible for delegates to attend the workshops and not the conference, as well as the other way round. For those attending the Friday workshops only, lunch is included but not accommodation. For those attending only the conference, the conference fee includes all bed and board. The conference is held at the Roffey Park Institute.

You can book for the conference here.

Looking forward to seeing you there.

 

 

Complexity and Management Conference on Collaboration 5-7th June 2020. Booking open now.

Complexity and Collaboration – implications for leadership and practice

Being part of a group engaged in a joint enterprise provokes all kinds of mixed feelings and responses in people: it can be uplifting and satisfying, while at the same time triggering frustrations and petty rivalries. Without other people it’s hard to get work done, while at the same time work would be easy if it weren’t for other people. Collaboration pitches us into the uncertainty of exploring our interdependencies with others. It has also become a buzz-word in contemporary organisational life and has been linked to idealisations of innovation, trust and highskydiving-functioning teams. But is collaboration more like happiness – we will know after we have collaborated successfully that we have done so, but the moment we set it up as a goal to be achieved instrumentally it will continue to evade our grasp? When are we collaborating and when are we colluding?

This year’s Complexity and Management Conference 5-7th June at Roffey Park near Horsham UK , will take the experience of collaboration seriously and explore the implications for management, leadership and practice more generally. To support us with the task Prof Barbara Simpson has kindly agreed to be our key note speaker on Saturday 6th June. In the afternoon of the Saturday there will be workshops led by conference delegates linked to the conference theme. If you would like to put your name forward to convene such a workshop, please let me know.

On Friday 5th June there are two one day workshops. One is an introduction to the perspective of complex responsive processes, which informs the professional doctorate, the DMan, offered by the University of Hertfordshire. This workshop is suitable for people who would like a basic introduction to the ideas and is convened by Prof Chris Mowles. The second workshop, Improvising in the complexity of collaboration and conflict, introduces techniques of improvised theatre through ‘working live’ with professional actors on participants’ stories from their workplace. The workshop is convened by Prod Henry Larsen and Prof Karen Norman.

The conference booking page is now open and can be accessed here. Workshops and conference can be booked separately and together. The conference fee comprises all board and lodging.

 

Complexity and Management Conference 5-7th June 2020 – details of the improvisation workshop

Complexity and collaboration – implications for leadership and practice

The contemporary emphasis on collaboration in organisational discourse is counter-cultural. Managerialism depends a lot on metrics which emphasise and scrutinise the individual. It is very rare to find a process of performance appraisal, for example, which takes into account teamwork. Ordinarily staff may be invited to be their ‘best selves’ at work, to make good individual choices, and to align with the values.collaboration

The new interest in collaboration might be understood as a movement towards groups, perhaps a reminder to reconsider what we have always known. It is ironic that all the texts which are currently being written linking the importance of collaboration for innovation, say, are offered breathlessly as though this is both a novel and deep insight into the human condition. We have always, and always will collaborate. But collaboration doesn’t just lead to the good – people also collaborate to resist, subvert, and to block. Nor is collaboration the only thing which is going on in a group when people are trying to get things done together. The moment we make conscious the intention to collaborate, then all kinds of other motives and activities may come to the fore, including competition, rivalry and anxiety. Continue reading

What does it mean to be critical? – the paradox of the private and the public

‘…the most admirable thinkers within the scholarly community you have chosen to join do not split their work from their lives.’

C Wright Mills, Appendix to The Sociological Imagination.

In previous posts we have considered what it means to be critical. To bring one’s critical faculties to work can be unsettling for oneself and for others because it begins to reveal, and perhaps pick away at, power relationships. Perhaps Kant was the first philosopher to observe that to use one’s critical judgement involves subjecting authority public privateto scrutiny and come face to face with the exercise of power. What we take to be given, taken for granted, which is one of the ways that power works in society, may suddenly appear to be less so. And there may be a cost in denaturalising the way things are done around here particularly if the dominant ethos in the organisation is appreciative, or sets great store by ‘alignment’. The cost might be to exclude oneself or to make oneself vulnerable. Continue reading