In the last post I began to outline some of the similarities and differences between complex responsive processes and critical management studies (CMS) following Hugh Willmott’s keynote at the CMC conference. I have chosen to engage with Alvesson and Willmott’s book Making Sense of Management, while at the same time as recognising that CMS is a broad church and that this book is a primer in CMS. Nevertheless, in this post I will continue the discussion.
Complex responsive processes shares with CMS a critique of the individualising tendencies of modernity and argues instead for a radically social view of human beings and their activities. However, I think this is different from what Alvesson and Willmott term ‘radical humanism’ as an alternative. From our perspective we would side with both Mead and Elias in arguing that human beings are social through and through: there is no society without individuals and no individuals without society. Following Mead, mind, self and society all arise in social processes involving other social selves and our increasing abilities to take the attitudes of others to ourselves. This is not to deny any individuality but to emphasise how individuality is only possible in relation to other socialised individuals: i.e. society makes individuality possible. Continue reading →
I was recently reviewing a research narrative in which Max, the researcher, was describing what was happening in a health care organisation that was undergoing an organisational merger. Max had responsibility for leading a programme of work aimed at improving the care of patients with diabetes. This involved redesigning their treatment pathway to improve their disease management and reduce what were regarded by the organisation’s management as unnecessary and expensive admissions to hospital, which it thought could be better managed in the community. This work required him to bring together clinicians and managers from three former organisations, one of which he had worked for prior to the merger. His research interest is in exploring the concept of “transformation” and the narrative describes a series of meetings he is having with staff about the work. These meetings are proving difficult, because it is clear from what is being said that the groups from the three organisations have strong “we” identities arising from their former organisations and are all involved in stigmatising gossip based on their prejudices about each other. Max finds himself defending his former organisation when this is being criticised and also feels surprised and uncomfortable when it begins to appear as though the perceived source of the problem- the hospital- may not be the only cause of the problem – as he and his colleagues had formally perceived. He describes vividly the detail of a very difficult meeting in which one of the influential Doctors loses their temper and refuses to co-operate with colleagues from one of the other former organisations on the grounds that what is being proposed could compromise patient care. Max describes the frustration and anxiety this raises for him and others – including a discussion with his manager Carl, in which he is told that “failure is not an option”. Continue reading →