Category Archives: Panopticon

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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Thinking as a subversive activity

While a number of posts on this blog have been dedicated to calling in to question the claims of contemporary management theory to enable managers to predict the future, there can be no doubt that much of it is dedicated to controlling employees. Or rather, there are always new developments in management theory aimed at increasing organizational efficiency and effectiveness but which have the effect of disorienting employees and keeping them permanently on the hop. Management theory is replete with suggestions for dividing, atomising, reorganising and scrutinising employees whilst denying them time to sit together to make sense of what is going on. In fact, usually they are discouraged from doing so: it is quite common to find people expressing antipathy towards meetings which might turn into ‘talking shops’, or alternatively sense-making opportunities may be described as a ‘luxury’ which the organisation cannot afford. Of course, I am not recommending that people spend more time in meetings simply for the sake of it, but I am always interested when people I am working with tell me that they don’t have the time to think about what’s going on. Continue reading