Category Archives: conflict

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 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 Collaboration – implications for leadership and practice

Complexity and Management Conference 5-7th June 2020

If collaboration was that straightforward, wouldn’t we all already be doing it? Collaboration is another one of those motherhood-and-apple-pie words which are hard to argue against – is there anyone not in favour of collaboration? At its most simplistic, the invitation to collaborate can be an idealisation which encourages the belief that if we only put aside our differences and work constructively and positively, then everything will turn to the good – as if that were an easy thing to do. But to what extent does the taken-for-granted idea of collaboration encourage setting aside the very differences and conflicts which promote movement and novelty?skydiving Is the naïve discourse on collaboration really rather unhelpful? 

The Complexity and Management Conference 5-7th June 2020 will explore in greater depth what it means to collaborate together, with the intention of developing a more complex understanding. For example, from the perspective of complex responsive processes of relating, we do not start out by assuming that collaboration can just be based on harmony and achieving greater ‘alignment’. Rather it is likely to involve the interplay of identity and group membership which may complicate the process of staying in relation with each other, no matter how much we yearn to collaborate.

To help us reflect further we are delighted to have Barbara Simpson, Professor of Leadership and Organisational Dynamics at Strathclyde University, to be our keynote speaker. Barbara started out studying physics and working in geothermal energy, and then proceeded through international consultancy before embarking on an academic career. She specialises in studying processes of creativity, innovation and change in organisations and in particular in pragmatist philosophies in process research.

Before the formal start of the conference in the evening, this year we are offering two, one day workshops on the Friday 5th June. The first is an introduction to the key tenets of complex responsive processes, which is suited to participants newly or not yet exposed to the ideas taken up on the Doctor of Management programme. The workshop is offered by Prof Chris Mowles. The second workshop will be on the use of improvisation and theatre techniques in organisations, and is run by Prof Henry Larsen and Prof Karen Norman. This second workshop is more suitable for participants who already have some grounding in complexity and management.

The conference itself comprises a keynote by Prof Simpson on Saturday morning, then workshops in the afternoon offered by conference delegates on aspects of organisational life related to the theme of the conference. On Sunday will we sum up key themes from the weekend and offer opportunities for further reflection.

The conference lasts from 7pm Friday through to lunchtime Sunday, and the price of the conference includes all board and lodging. The booking site will go live in early January 2020. Prices will be maintained at this year’s rates.

 

 

What does it mean to ‘design’ complex organizations?

In this post I am curious about a set of approaches which seem to have family resemblances with, and claim to be at least partly based on, insights from the complexity sciences similar to ones taken up and developed on this blog. As with the last post I try to understand the methods in their own terms before offering a critique.

I take together the holacracy method, the sociocracy movement, which appear to be mutually informing to a degree, and Frederic Laloux’s Reinventing Organizations[1]. All three offer a partial critique of contemporary management practice and promise a more effective way to structure and run organisations based on principles of ‘self-organisation’. Holacracy in particular claims to offer ‘a complete packaged system for self-management in organizations’, while Reinventing Organizations claims to offer a new worldview. I do not intend to explore the similarities and differences in great detail for fear of losing both myself and the reader, but try to cover some of the main assumptions in each. As with Clear Leadership, there are quite detailed prescriptions as to how to fully realize the perspective. (readers can listen to a recorded telecall here where one of the proponents of sociocracy, James Priest, describes what he sees as the similarities and differences between the different approaches, and includes reflections on Agile and pattern language, which I do not address). Continue reading

Working in groups : what practical difference does it make to take complexity seriously?

Complexity and Management Conference 2017 – 2nd– 4th June: Roffey Park Management Centre

Human beings are born into groups and spend most of their working lives participating in them. Groups can be creative and improvisational, transforming who we think we are, and they may also be destructive and undermining. They hold the potential for both tendencies.

Many employers emphasise the importance of teamwork, yet employees in organizations are often managed, developed and assessed as though they were autonomous individuals.  And although many organisational mission statements include aspirations to be creative and innovative, it is a rare to attend a  meeting without a particular end in view, where participants feel able to explore the differences and difficulties that arise when they work together.

Meanwhile organizational development (OD) literature tends to idealize, and assumes that the best kind of organizations are those where staff ‘align’ with each other and learn to communicate in ways which bypass power and politics. They are offered step-wise tools and techniques to help them communicate with ‘openness and transparency’, so they can speak the truth and understand each other harmoniously. Conflict and power struggles are then topics that are avoided or ignored. The danger of the individualizing and idealizing tendencies in organisations is that they may leave employees feeling deskilled and unconfident about how to work creatively in groups.

At the 2017 Complexity and Management Conference we will discuss practical ways of working in groups, which assume that human interaction is necessarily imperfect, ambiguous and conflictual, and this contributes to the complex evolution of organizational life.

Keynote speakers this year: Dr Martin Weegmann, Dr Karina Solsø Iversen and Professor Nick Sarra

Martin Weegmann is a Consultant Clinical Psychologist and Group Analyst, who has specialised in substance misuse and personality disorders and is a well-known trainer. His latest books are: The World within the Group: Developing Theory for Group Analysis (Karnac, 2014) and Permission to Narrate: Explorations in Group Analysis, Psychoanalysis & Culture (Karnac 2016). He is currently working on a new edited book, Psychodynamics of Writing.

Karina Solsø Iversen is graduate of the Doctor of Management programme and an experienced consultant working in Denmark. Karina’s consultancy work is based on the practice of taking experience seriously as a way of working with leadership and organizational development. She has co-authored a Danish introductory book to the theory of complex responsive processes of relating, which has gained a lot of attention in Danish communities interested in complexity. Karina is also an external lecturer at Copenhagen Business School.

Nick Sarra is a Consultant Psychotherapist working in the NHS and a group analyst specialising in organisational consultancy,debriefing and mediation within the workforce. He works on three post graduate programmes  at the School of Psychology, Exeter University and is a Visiting Professor at the University of Hertfordshire.

Further details from c.mowles@herts.ac.uk. Booking begins early 2017.

Emotions in group life – insights from political turmoil in the UK

For those readers of this blog outside the UK, and who may have a less detailed understanding of what has been happening here, contemporary British politics offers some perfect examples of individual and group behaviour at the extreme. This drama could be of great interest to organizational scholars, particularly in this exaggerated form because it gives the lie to the perspective that we are all rational, calculating individuals capable of calmly working out what is in our best interests and that of others, and that we are always in control. Rather it has been a story of manic action and reaction, no doubt accompanied by very strong feelings[1], which has mirrored a particularly bloody episode of Game of Thrones.

o-MICHAEL-GOVE-facebook

The whole circus has been amplified because it takes place in the public gaze and is subject to minute by minute commentary by media and social media, and is not subject to the usual smoothing over by public relations techniques which imply that everyone knows what they are doing and has a plan. In many ways the amplification is a classic example of what Anthony Giddens meant by the ‘double hermeneutic’[2] – observations, interpretations of what is unfolding get taken up by the actors themselves, and so shape as well as describe what is happening, forming and being formed. Continue reading

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.

Screenshot 2016-06-14 12.38.12

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

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