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Complexity and Management Conference 5th-7th June 2015

This is just to remind you that if you book your place for the Complexity and Management Conference June 5-7th before the end of April you get a £50 early-bird discount. The link to go to the university booking page is here:
The theme for the conference is:
Exploring our experience of everyday politics in organisations.
Our key note speakers are Prof Svend Brinkmann of Aalborg University and Prof Patricia Shaw formerly of the Complexity and Management Group at UH and now at Schumacher College.
Looking forward to seeing you there.

Complexity and Management Conference 5-7th June 2015

Conference theme: Exploring our experience of everyday politics in organisations

How do we negotiate degrees of freedom with each other in what we can increasingly experience as regimes of disciplinary power in organisational life? How do grand schemes for whole-organisation transformation play out in every day relationships between people?

This conference will invite participants to discuss and reflect upon the every day politics of getting things done together, noticing the negotiations, compromises and improvisations which are necessary to take the next step.

Between now and then we will be posting further reflections on the topic on this the Complexity and Management blog.

The key note speakers this year are  Svend Brinkmann,  who is Professor in general psychology and qualitative methods as well as Co-director of the Center for Qualitative Studies, and Professor Patricia Shaw, co-founder of the Doctor of Management programme at UH and currently working at Schumacher College. Here is Svend’s profile page at Aalborg university and here is Patricia Shaw’s at Schumacher College: .

The conference will be informal and highly participative, as in previous years. The conference fee includes accommodation and food and will be held at Roffey Park Institute in the UK:

The booking page on the university website will be set up in the New Year.

A more detailed agenda will follow, but the conference begins with a drinks reception @7pm on Friday 5th June and ends after lunch Sunday 7th June 2015.

Participants wishing to set up a particular themed discussion in a working group during the conference should contact Chris Mowles:

Now booking! Complexity and Management Conference June 6-8th 2014

Can leaders change organisational culture? – alternatives from a complexity perspectiveImage

What do we mean when we talk about the ‘need to change organisational culture’? This is a way of speaking about culture which is now taken for granted, whether in relation to banking, the UK’s National Health Service or sometimes whole societies. What is organisational culture anyway, and to what extent can even the most powerful leaders and managers (or politicians) change it in ways that they decide? And if we were to conclude that it’s not possible to change culture, at least not in predictable ways, then why has this way of speaking and thinking become so widespread? What else might be going on, and what purpose does the culture-change narrative serve?

This year’s Complexity and Management Conference will follow on from last year’s discussion of leadership and will encourage the exploration of a term which is widely used but poorly understood. Participants will be encouraged to share their own experiences of organisational change, particularly when it is framed in terms of changes in culture. We will explore together the implications of the discourse of culture change for leaders and managers.

The key note speaker this year is Prof Ralph Staceyco-founder of the Doctor of Management programme at UH and a groundbreaking scholar with his work on the complexity sciences and their relevance to leading and managing organisations.

The conference will be informal and highly participative, as in previous years. The conference fee will include all accommodation and food. The conference will be held at Roffey Park Institute in the UK: as usual.

The booking page can be found here. There is a discount for early-bird bookings before May 1st 2014. A more detailed agenda will follow but the conference begins with a drinks reception @7pm on Friday 6th June and ends after lunch Sunday 8th June.

Participants wishing to set up a particular themed discussion in a working group during the conference should contact Chris Mowles:

Trust in Organisations

A search of Google Scholar indicates that books and journal papers to do with trust, organisations and leadership numbered a few hundred per annum during the 1960s, jumping to the low thousands during the 1970s, and approaching 10,000 per annum in the 1990s. During the early years of this century the number of publications has numbered around an average of 40,000 per year. These numbers indicate a major increase in, and concern about, the presence and role of trust in organisational life, including the exercise of leadership. In this note I want to give a brief indication of how this issue is approached in the management literature and how it is approached in the sociology literature. To aid in the comparing and contrasting I will draw on Hosmer’s[i] classification of four different approaches to understanding trust:

  • Trust as an optimistic individual expectation, focusing on expectations that others will perform in competent and morally correct ways.
  • Trust as an interpersonal relation, focusing on the dependence of the trustors on the trustees to respect the trustors’ interests. The relationship is one of vulnerability for the trustor.
  • Trust as a rational decision to  do with protecting one’s interests made after risk analysis or a calculation in terms of economic transactions costs (which I will not cover in this note).
  • Trust and social structure. Continue reading

The Paradox of Consensus and Conflict in Organisational Life

Today’s dominant thought collective[i] of practitioners, consultants and academics concerned with leadership, management and other organisational matters is characterised by thought styles[ii] which, in a completely taken-for-granted way, equate success with positives, sharing, harmony and consensus. Leaders are called upon to communicate inspiring, compelling visions of desirable futures shorn of all problematic features. Followers are to be converted to sharing the vision and committing to the mission so that everyone ‘is on the same page’, ‘singing from the same hymn sheet’, ‘climbing on board’, ‘on the message’ and ‘a team player’. This whole raft of idealisations is taken even further when it is accompanied by a relentless emphasis on the positive aspects of all situations. There seems to be a scarcely-concealed dread of ‘negatives’, such as conflict, and a half-expressed conviction that success can only be achieved when all share the same view, with breakdown as the consequence  of not doing this. If conflict is noticed it is immediately followed by calls for the practice of ‘conflict resolution’ or approaches which rapidly move people from anything negative to a focus on the ‘positives’. A popular example of the prescription for positive consensus is provided by Appreciative Inquiry. Proponents[iii] of Appreciative Inquiry (AI) point to how the dominant approach to leading, managing and changing organisations focuses attention on problems, deficits and dysfunctions. They argue that this approach is demoralising and ineffective in bringing about change and call, instead, for a focus on opportunities and what is working because focusing in this appreciative, positive way raises  morale and promotes generative inquiry. It is claimed that AI generates spontaneous, transformational action on the part of individuals, groups and organisations which leads to a better future. Critics[iv] of AI problematise the focus on positiveness, arguing that positive and negative feelings are intimately connected and conclude that AI is a method whose proponents show little self-reflection or evaluative critique of what they are proposing. In response, Gervase Bushe of the Segal Graduate School of Business has published a paper titles ‘Appreciative Inquiry Is Not (Just) About the Positive’.[v]  Bushe agrees that AI can become a form of repression when it suppresses dissent and focuses on the positive as a defence against the anxiety of dealing with reality. However, he then immediately goes on to say that when AI is used in appropriate ways, which he does not identify, then people do not wallow in mutual pain but tell each other uplifting stories instead, which sooth tensions and release energy. Instead of focusing on conflict, bridges are built between conflicting groups.  In his view, people who want to talk about what they do not like should not be stopped from doing so but they should not be asked to elaborate on these matters. They should be encouraged, instead, to talk about what is missing, what they want more of and what their image of their organisation ought to be. He talks about small group meetings where everyone reads the same story together. Much the same points can be made another positiveness movement called Positive Deviance which is basically an idealised form to ‘benchmarking’ and a sanitisation of ‘deviance’.

This unrelenting emphasis on the positive, on harmony and consensus functions to cover over conflict, difference and real-life attitudes towards deviants because to bring these matters out into the open is to reveal patterns of power relations,  the dynamics of identity-forming inclusion and exclusion and the ideologies sustaining current power figurations. As a consequence, public discussions of organisational life take the form of a kind of rational, positive fantasy that focuses our attention on only a small part of what we ordinarily experience in our daily organisational lives. People continue, as they always have done, to disagree and subvert what they disagree: organisational life is characterised by ongoing conflict in which, at the same time, people normally manage to achieve sufficient degrees of consensus, tolerance and cooperation to get things done together. In order to understand what we are ordinarily engaged in during the course of our daily organisational lives we need to avoid thinking in terms of a duality of consensus and conflict, where we can decide to move from the one to the other, and think instead in terms of the paradox of consensus and conflict: we engage in, we are heavily invested in, organisational games displaying the paradoxical dynamics of consensual conflict or conflictual consensus. Continue reading

Complexity and Management Conference June 7-9th 2013

This is to give you advance notice that next year’s Complexity and Management Conference will be on the second weekend in June, 2013, Friday 7th – Sunday 9th at Roffey Park Management Centre near Horsham in Surrey, UK.

In the last three years we have hosted Prof Mats Alvesson, Dr Ian Burkitt and Porfessor Hugh Willmott. We are currently in conversation with potential speakers and will let you know whom we have secured in the near future.

As usual the conference will be informal and will involve some input from speakers as well as lots of opportunities for lively discussion in groups based on participants’ own experiences of organising with others.

More thoughts on Critical Management Studies

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

On feeling safe – paradoxes of group life

A frequent complaint to be heard in many group situations is the remark ‘it doesn’t feel safe here’.

So common is this utterance that I wanted to give some time to exploring its implications for the dilemmas we face in working with groups of all types.

The remark is most likely to be heard openly voiced in the experiential setting of training and psychotherapy groups . However I suggest that it is a common phenomenon in the politics of all groups, often expressed more covertly as an internal dialogue or within a subgroup, which configures before and after meetings.

The questions raised through this complaint are therefore also relevant to the politics of the workplace as well as to the challenges of experiential group work. The remark concerning safety in the group setting is often spoken with a tone of admonition as if responsibility for feelings of safety lay elsewhere and outside of the participation of the speaker and often, although not exclusively, with some figure of authority such as a course leader, therapist, chairperson or parental imago.

The implication is that if only the ‘feeling of safety’ prevailed that full and uninhibited participation in the group’s activities would ensue. Continue reading

CMC Conference 8th-10th June 2012

This is just a reminder to those of you who are considering attending the CMC conference, 8-10th June 2012, that the early bird discount finishes on Friday 21st April, i.e. in just over two weeks’ time.

The theme of the conference is Complexity and ethics: practical judgement in everyday politics and the guest speaker is the distinguished critical management scholar Professor Hugh Willmott.

UH has now set up a payment page here:

As usual there will be lots of opportunities for discussions throughout the weekend.