Category Archives: management

Prophets for profits

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In previous posts Ralph has been talking about the way that contemporary theories of management take for granted the idea that a manager needs tools and techniques in order to achieve organisational ‘success’. In this post I want to begin describing what I see as the appeal to the religious imagination that leaders and managers are also required to make, and which usually accompanies the more instrumental focus on grids and frameworks in many management books. At the same time as using the right managerial tools managers and leaders in today’s organisations are required to be ‘passionate’, ‘positive’, ‘inspirational’ and ‘visionary’. Managers and leaders are expected to be prophets as well as experts, preachers as well as technicians.

On the one hand there is something very important about the appeal to affect and ideals. As the philosopher Hannah Arendt noted, collective promise-making is a very powerful way of disposing of the future as though it were the present, of beginning things anew and imagining a better world. Unfortunately very often the appeal to the religious imagination in turn becomes schematised and reduced and is understood in a highly individualised way as a ‘tool’ of management. There is a great potential for manipulation. For example, there are training courses on visionary and inspirational leadership and endless management books offering advice on the same. Currently it would be impossible to apply for a job in many fields without claiming to be ‘passionate’ about whatever the job on offer is. Although being passionate and visionary are regarded on the one hand as exceptional requirements, they are demanded routinely in everyday situations. Noble sentiments have become banal, another tool in the toolkit of aspiring managers and leaders. The proliferation of advice on how to be authentically passionate and succeed in management testifies to the fact that authenticity is difficult to fabricate – you have to practice quite hard at it. Continue reading →

Thinking about the nature of the ‘tools and techniques’ that people ‘apply’ in the serious game of organizational life

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I was prompted by the comments on my last blog on management tools and techniques to write this blog as a reply. I am struck by how strong the belief in tools and techniques is so that even though agreeing with what I said, there is an immediate move to talking about dynamic tools instead of static ones and claiming that there is scientific evidence for certain propositions about the development of the human mind allowing standard patterns to be mapped and measured. Of course what I wrote is contesting all of this and is certainly denying the assertion of a scientific base allowing us to know as a fact. Another comment asserted everything we do could be described as using a tool or technique. In this blog I will try to explain why I profoundly disagree with that statement. Then there is a comment by Chris Rodgers, most of which I agree with. What I am trying to talk about, however, is not about different prescriptions or ‘shoulds’ but rather with a way of thinking about what people are already doing in organisations.

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Workshop on leadership and improvisation – Gibraltar Oct 6th-8th 2010

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How do power and politics constrain and enable us at work? How might we think differently about our practice as leaders and managers?

The Complexity & Management Centre has organised an innovative workshop from 6th -8th October in Gibraltar together with the Gibraltar Health Authority and the Da Capo Theatre Company from Denmark to explore these issues in a highly practical way. The purpose of the workshop is to create  opportunities to understand what is becoming recognised as an increasingly important element of leadership: how we improvise in our everyday management practice, and the impact of local organisational politics and power in our work.

In collaboration with participants in the conference, professional actors from Da Capo will create scenes familiar to us from our everyday working life. Participants will then be invited both to take part in the scenarios as well as to reflect upon them drawing on a range of theoretical approaches, in particular using analogies from the complexity sciences, to help us find new ways of understanding how change occurs, (or may not occur), in organisations.

If you are interested in attending, you can download the conference booking form here: Leadership and improvisation conference.

Complex responsive processes of relating and critical management studies

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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 →

Continuing the discussion on complexity – guest contribution by John Tobin

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The following post is by guest contributor John Tobin. John has served for many years as the CEO of a community hospital in the US. He earned a Doctor of Management at the Business School of the University of Hertforshire in 2003 and remains interested in the ongoing work of the Complexity Research Group at the University of Hertfordshire and the challenges of bringing that perspective into everyday management practice in a community hospital setting.

Doug, in your first post, you touched on an issue that I find both fascinating and disconcerting, –the increasingly close ties between public officials and special interests, and the mostly unacknowledged role of public policy in creating the current financial mess, a dysfunctional health care system, and other problems.  This interconnectedness is by no means limited to business CEOs and high ranking government officials.  Anyone familiar with the political process in Washington knows that the place is actually run by platoons of bright, ambitious twentysomething congressional staffers.  The staffers become the focus of lobbyists’ attention because they know specific issues better than the Members themselves.  Many of these staffers will go on to careers as lobbyists or elsewhere in government, reinforcing those linkages.  In my home state, legislators are closely tied to the public employees’ unions (the Speaker of our House of Representatives was an organizer for the Service Employees’ International Union before being elected Speaker).  Organized labor is supposed to balance the power between workers and business owners and the professional managers who represent the owners’ interests.  In a government setting, this worthy purpose is corrupted when the workers become the managers, and no one truly represents the owners’ (taxpayers’) interests.  Getting government spending under control becomes next to impossible. Continue reading →

The importance of the complexity sciences for management and leadership

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I want to continue with two more postings about the deepening crisis of leadership and ethics, and thought that I would put this up first for those who might not be familiar with the how we are motivated by the complexity sciences in our research on managing, leading and organizational change at the University of Hertfordshire as opposed to others who are directly importing concepts from the complexity sciences into understanding human social interaction.  Richard Bernstein makes the point in his recent book The Pragmatic Turn that thinkers like Mead and Dewey were far ahead of their time.  We would argue with Bernstein that the time is very much now and further argue that the complexity sciences have made an important contribution to opening the way to rethinking the uniqueness of human communication and local interaction.  This is very different from those who seek universal laws of complexity which can be applied, continuing the instrumental rationalism of the currently dominant paradigm.  The natural sciences, including many of those appealing to the complexity sciences, face the challenge of rethinking their metaphysics of the laws of nature as an important key to a radical shift in how we think about ethics in the social sciences.  The following is taken in part from the preface to Ralph’s Stacey’s recent book Complexity and Organizational Reality, which works out in detail some of the main ideas we will be presenting in these blogs posts.

Most management consultants and people in organizations, including senior executives, the vast majority of textbooks, business school programs and research projects around the world, most professional management and leadership development programs in organizations, all talk about how organizations should be governed, all making the same taken-for-granted assumptions. There is a dominant discourse in which it is assumed, without much questioning, that small groups of powerful executives are able to choose the ‘direction’ that their organization will move in, realize a ‘vision’ for it, create the conditions in which its members will be innovative and entrepreneurial, and select the ‘structures’ and ‘conditions’ which will enable them to be in control and so ensure success. Continue reading →

Speaking of managers and leaders being ruthless: The deepening crisis of everyday ethics in business

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In this posting I would like to contribute to the discussion of making sense of the current crisis in the financial sector as it has been taken up in recent postings by Chris Mowles and Karen Norman, and especially by Ralph Stacey in his recent book Complexity and Organizational Reality: Uncertainty and the need to rethink management after the collapse of investment capitalism.  Specifically I would like to respond and add to Ralph’s argument that we need to rethink the nature of communication and social interaction if we are to get at core crisis of ethics, particularly as it has been emerging in Western thinking.

 There is great deal of horror and astonishment being expressed about the greed, ruthlessness and lack of even any pretence of professionalism in the conduct of managers and leaders in the financial community.  Chris Mowles mentions the reaction of the English Queen in his post.  This reaction is in a sense surprising since the Windsors have been key figures in the shifting political and ethical culture of English society and the London business community and must have noticed and reflected to some degree on the radical changes of the last decades which they themselves will have experienced as an important stakeholder.  Michael Lewis in his book The Big Short gives a detailed description of the almost complete lack of professionalism and ethics in the financial sector, focusing on Wall Street.  But Lewis resorts to humor and a ‘cocktail party’ air of detachment from the events, presenting in detail the moves of those who, beginning in 2007 (or earlier) saw the crisis coming and began not to call for reform or appeal to reasserting basic values, but rather to bet against the doomsday scenario they perceived as inevitable and to amass sizable fortunes for themselves and their hedge fund investors.

 The ethical crisis is grounded in the way we have formalized ethics and divorced it from everyday life.  As a consequence this reduction of ethics to universalist and principled thought before action, actors, or perhaps better players, for instance in the financial sector, feel no responsibility for negotiating the ethics of the game as it now rapidly changes, with the emergence of new communication possibilities and innovative new technologies reshaping the politics of everyday interaction.  To the contrary, one is deemed as rather stupid if not involved in gaming the system before newly emerging loopholes are discovered and perhaps brought under regulation.  But the very political leaders who would be the ones to enact reforms are now moving quickly and easily between high level ministerial positions and the activism of receiving exceedingly high remuneration by lobbying for special interests, as has become evident in the long debate over health care in USA, the current scandal in the UK labor government over former ministers racing to take up lobbying jobs, and Schröder and Fischer in Germany moving immeditately not to the tedious politics of opposition but rather to lobbying positions after their tenure in government.

 I would like to suggest that one factor in the crisis of ethics is that there is something especially about leadership which we have a hard time talking about; namely, that it is, as a matter of fact, if it could be separated from being embedded in the everyday politics in which it emerges, ethically ‘neutral’.  Many authors, in major works on leadership, speak in introductory chapters, about this, but then quickly move on to basically looking at leadership as good in itself, as a ‘simple’ ideal. But of course one person’s freedom fighter is another’s terrorist.  Gangster families also have leaders who plan, with those who recognize them as leaders, the best strategy for the survival of their organization.  Bullies work together with those who subserviently recognize them to further the aims of their organizations. We need to think about how these ethics are embedded in the everyday political negotiations in our societies if we are going to seriously take up the crisis of business ethics. Continue reading →

On Values

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On values

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 →

Organisations and the concept of systems

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The comments on Chris’ last post refer to a dominant view of organisations and an alternative view presented by the notion of organisations as complex responsive processes. Questions arise as to whether one replaces the other or whether one can have both. In thinking about this we need to consider what the differences are. Mainstream thinking about organisations assumes that they either are or could most usefully be thought of as if they were systems.
I think there are a number of reasons for claiming that it is not helpful to think of organisations as systems – the claim is not that all forms of systems thinking everywhere are useless, as developed below but that it is not helpful to think of an organisation as organisation in terms of a system. The reasons are:

1 To think in terms of system is to think in terms of formative causality which cannot encompass novelty or creativity – a system unfolds the pattern already enfolded in its design, unless it is a system consists of diverse agents which give it the capacity to evolve. Most writing on organisations does not consider the last named and the practical difficulty is that the evolving system model of an evolving reality takes on a life of its own which will rapidly diverge from the evolving reality.
2 A system is a whole separated by a boundary from an environment and consisting of parts interacting to form the whole and themselves. A part is a part only in so far as it is necessary for constituting the whole. This means that if you think of a human being as a part of a system you are excluding from your theory of human agency all that is truly human such as the capacity for some degree of choice and spontaneity.
3 The conceptual act of separating a system from an environment or a context is an act of creating an inside of the system and an outside of the system. This immediately implies an observer. Indeed this is a central concept in all the serious systems thinking I have ever come across. The position of the observer as being outside the system was really recognised by Bateson as problematic and second order system thinking attempted to widen the boundary to incorporate the observer. However, as Bateson recognised, this led to infinite regress. Systems thinkers who recognise the problem of infinite regress use the ‘in practice it does not matter’ rhetoric to dismiss the point.
4 There is a strong tendency to reify a system and talk about ‘it’ having a direction, plans and so on. This is an abstraction from the ongoing experience of interacting people who are the organisation. It is striking how absent ordinary human beings are from discussions of the organisation as a system.
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Rethinking management from within the practice of management

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This post will try to engage with some of the ideas that Ralph has set out as a way of keeping the discussion going and as a further invitation to anyone else to join in. Of course, the thoughts below are only what struck me from his post.

Without actually using the word in this piece, I think Ralph is pointing to the ideological nature of the dominant discourse. By claiming that a lot of management is practised according to taken-for-granted assumptions which are unreflectively taken up there is an implied ideological hold. The dominant managerial discourse becomes pervasive by being taught in a variety of different edcational contexts and is replicated every day  by managers who are graduates of business schools as well as by consultants who have been similarly educated.  It permeates daily practice.

In trying to understand how the dominant discourse comes to dominate, how it becomes ideological, I have found the philosopher Alasdair McIntyre’s definition of ideology helpful when he says that ‘ideology is the mask worn both by the dominant orders and by order itself.’ So this helps explain something about the taken-for-grantedness of many of the management concepts which are so pervasive. In order to join the management club, to play the game, it is a requirement to demonstrate a fluency with the concepts and language of the contemporary management discourse. More and more management graduates make the game more widespread and pervasive. This leads to a kind of isomorphism: organisations which carry out very different types of work, be it public, private or voluntary sectors, begin to look and sound alike. A facility with the concepts allows for the kind of mutual recognition which enables more and more people playing the game to locate themselves in it, to find a way of participating with each other and to be successful in the game. If one begins to talk about management differently it can appear as though one is not taking the game seriously, or even that one is calling the game into question. There follows the charge of somehow being  ‘anti-management’, an accusation that I have heard on more than one occasion levelled at the body of ideas we are calling complex responsive processes of relating. The moment one has a stake in the game it becomes much harder to call the game into question, as participants on the DMan course discover. Continue reading →