Tag Archives: Complexity and Management Conference

Complexity and Management Conference 17th-19th May – booking now.

This year’s Complexity and Management Conference, on 17th-19th May:  What does it mean to be critical? – complexity, reflexivity and doubt in everyday organisational life offers the opportunity for delegates to reflect on what it means to be critical and why it is important to be so in today’s organisations. On the first morning of the conference we have invited Professor Andre Spicer to help us get the discussion going. If you want to sign up for the conference and save yourself some money before the early bird deadline expires, then click here.

Here are a few ideas on the traditions of thought to which we will be contributing.

We have a strong critical tradition in western thought, starting with the ancient Greeks. However, the contemporary philosopher Julian Baggini has shown us how a variety of cultures have their own traditions of systematically thinking about the human condition, on the basis that, as Socrates put it, the life unexamined is not worth living. How might we lead a good life, what do we mean by truth, how might we guard against the fragility of goodness, as Martha Nussbaum expressed it?[1] Examining our lives in the back and forth dialectic of discussion is necessary if we are to make meaning and become fully human, but it can have its negative consequences, as it did for Socrates. Problematising, probing, judging comes with its own risks: we are unlikely to be condemned to death for corrupting Athenian youth, as he was, but simply asking questions can call out a strong reaction. Why might that be?

As Kant identified, to critique (originating in judgement, from the Greek krisis) involves imagination and daring:

Enlightenment is man’s release from his self-incurred tutelage. Tutelage is man’s inability to make use of his understanding without direction from another. Self-incurred is this tutelage when its cause lies not in lack of reason but in lack of resolution and courage to use it without direction from another. Sapere aude! “Have courage to use your own reason!”- that is the motto of enlightenment.[2]

Kant thought that ‘daring to know’ may require courage to take on sources of authority, so that even religion, perhaps the biggest locus of authority in his day, would need ‘to sustain the test of its free and public examination.’[3] He suggested that subjecting sources of legitimacy and authority to critical inquiry is not something to be undertaken lightly, although it is necessary if we are to liberate ourselves from ignorance. Both implicitly and explicitly, becoming critical means engaging with questions of legitimacy and power and calling into question the status quo.

But is it enough just to doubt and reason on our own and by ourselves? From a Hegelian perspective the answer is no, since Hegelians would claim that we are not just autonomous, rational individuals cognizing in the abstract, but we are socially and historically formed. More, and from a pragmatic perspective, it is not helpful to doubt everything all of the time, but we should engage first with those problems which preoccupy us.[4] To pursue inquiry from a Hegelian and pragmatic perspective means taking an interest in history. How has the phenomenon, the particular predicament we are interested in evolved over time, and what has led to what? We then try to place our  difficulties, within the larger history of social relations and their structural contradictions. This may mean drawing attention to power relationships and calling into question the legitimacy of certain ways of knowing and speaking, perhaps asking the question cui bono, who benefits? It certainly means pursuing these questions through dialectical inquiry, where an abstract notion of truth is replaced by the idea that insight arises in the back and forth or argument in a community of engaged inquirers.

And by taking part in discussion and argumentation we then find ourselves discovering that moral and political judgements in particular are plural. We might enhance our ability to see the world from perspectives other than our own. So in addition to Kant’s injunction to dare to know, we might find ourselves developing greater empathy, imagination and solidarity.

If this kind of inquiry interests you, where you engage with a committed group of peers to discuss current organisational difficulties and discover plural and complex points of view, then this year’s Complexity and Management conference 17th-19th May is the place to be. There may be no resolution to your predicaments but perhaps you will find some degree of solidarity with and from others in the complex responsive processes of relating. Dare to come!

Early bird concessions end 1st April.

[1] Nussbaum, M (1986) The Fragility of Goodness: Luck and Ethics in Greek Tragedy and Philosophy, Cambridge: Cambridge University Press.

[2] An answer to the question what is Enlightenment? 1784

[3] Introduction to the Critique of Pure Reason, 1781.

[4] “We cannot begin with complete doubt. We must begin with all the prejudices which we actually have when we enter upon the study of philosophy…Let us not pretend to doubt in philosophy what we do not doubt in our hearts.” CS Peirce (1992), The Essential Peirce: Selected Philosophical Writings Vol 1, Bloomington: Indiana University Press: pp28-29.

2019 Complexity and Management Conference 17-19th May

stamp_hannah_arendt-2The 2019 Complexity and Management Conference booking page is now open and can be accessed here.

The title of this year’s conference is: What does it mean to be critical? – complexity, reflexivity and doubt in everyday organisational life.

On Saturday morning we are delighted to have Professor André Spicer from the Cass Business School, City, University of London to give the keynote on Saturday morning. André holds a PhD from the University of Melbourne. He has held visiting appointments at universities around the world. André is the author of many academic articles and nine books. The most recent are ‘Business Bullshit’, ’The Stupidity Paradox’ and ‘Desperately Seeking Self Improvement’.

On Saturday afternoon we ask conference delegates to suggest workshops that they themselves would like to run consonant with the theme of the conference, so if you would like to suggest something, then do let me know.

As usual, the event will be highly participative and will offer lots of opportunities for discussion and exploration of the key themes with other delegates. The conference begins with an inaugural dinner on Friday evening 17th May, and ends after lunch on 19th May. The conference fee includes onsite board and lodging for the duration of the conference. Early bird rates apply before 1st April 2019.

As with previous years we are also offering a one day introductory workshop on some of the key ideas informing the perspective of complex responsive processes on Friday 17th May.

Hope to see you there.

Ralph Stacey on complex responsive processes

This video is a very poor quality recording of Ralph Stacey giving his last exposition of complex responsive processes at the Complexity and Management Conference June 2018 before his retirement.

Apologies for both sound and picture quality.

Complex responsive processes – 4 pillars of thought, 5 key insights.

Before starting this post, and for those readers interested in attending the next Complexity and Management Conference, next year it will be slightly earlier: 17-19th May 2019.

Introduction

This post is the theoretical introduction to the perspective of complex responsive processes of relating, which I gave in the afternoon of the one-day workshop preceding this year’s Complexity and Management Conference. It informs a whole raft of publications written and edited by Ralph Stacey, Doug Griffin, Patricia Shaw and myself along with all the theses of graduates of the Doctor of Management (DMan) programme at the University of Hertfordshire, who now number 72 (60 doctorates and 12 MAs). The perspective has also been adduced by a wide range of consultants, scholars and graduates of other programmes. I mention this at the beginning of the post because I often get asked ‘what next for complex responsive processes?’, or ‘what or who constitutes the complex responsive processes community?’ I think the question is sometimes aimed at asking who decides what the perspective of complex responsive processes is, to which the answer must be, the original authors, everyone and no one. The glorious thing about ideas is that once published, they belong to everybody, irrespective of whether they are reproduced or developed in ways in which the ‘original’ scholars would recognise. And when other people develop the ideas in their own way, then this just leads to opportunities for further discussion. This is not to suggest that as far as I am concerned ‘anything goes’. The point about having an intellectual position is that you are prepared to argue for it, whilst acknowledging the perspectives of those you argue with.

The perspective of complex responsive processes rests on four pillars of intellectual tradition: it draws on insights from the complexity sciences; it is based in Norbert Elias’ processual sociology; it takes up key ideas from pragmatic philosophy, particularly from Mead and Dewey; and it borrows from the group analytic tradition as set out by SH Foulkes, particularly in terms of the working methods which we adopt on the DMan programme. What all four have in common is that they are concerned with phenomena in a state of flux and change over time, and they are focused more or less on how global patterns arise from micro-interactions, or how micro-interactions embody global patterns. Our particular interpretation reads paradox into the working of complex adaptive systems models (CAS), just as see paradox deployed by Mead, Dewey, Elias, and to a lesser degree, Foulkes. In other words, and in the perspective of complex responsive processes you can see Heraclitan dialectic running through our interpretation of CAS, in the work of the pragmatists and Elias, which draws on Hegel, and perhaps more falteringly in Foulkes. Elias and Foulkes are also informed by the thinking of Freud. There are links, then, between the four pillars of thought which underpin the perspective. Continue reading

Complexity and Management Conference 2nd-4th June – Agenda

What are the pressures in contemporary life which make it difficult to be in groups?

A couple of weeks ago I worked with a group of senior managers from a British university. They told me about the changes they had noticed in the undergraduate student population over the last decade or so, which point to greater alienation and distress amongst students. Undergraduates seem to have much more difficulty in getting to university on time, in organising themselves, in handing in their work complete and in order. The new student accommodation, which this particular university has recently built, has communal spaces which are largely unused. Mental distress seems much more prevalent, and a higher proportion of students seems to lack the ability to communicate with their peers or with teaching staff. And when students are asked to work in groups they struggle to do so; one lecturer had asked his students to work in teams on a task and found some students trying to evict weaker members of their group so that that they could get better marks. Students were rather nonplussed that they were required to co-operate together.

Is this just a tale of inter-generational misunderstanding, a middle-aged lament about the decline in standards? Or are we witnessing the effects of longer term individualising processes, amplified by technology, which leaves us less skilled in groups and less confident in the art of conversation?

The Complexity and Management Conference 2017 will explore some of these themes in relation to the everyday activity of organising together: we discuss in groups as a way of thinking about being in groups.

There are only ten days to go before the end of the early bird discount, which ceases at 5pm on Friday 28th April .  You can find the booking page clicking this link.

Conference Agenda

The conference begins at 7pm with a drinks reception and dinner on Friday 2nd June, following the one day workshop on complexity and management.

Our first keynote speaker, Dr Martin Weegmann, has written extensively about the potential of groups and group therapy in addressing what he terms ‘modern dilemmas…as new forms of anxiety replace older forms.’ (2014). He will be speaking at 9.00am on Saturday 3rd June. Thereafter we will divide into smaller discussion groups to think about what Martin has said.

After lunch on Saturday, Dr Karina Solsø Iversen will present some of the consultancy dilemmas she faces in her work in collaboration with Professor Nick Sarra. Again, in the later afternoon session we will divide into smaller groups to think and discuss.

The work of the Saturday conference will finish at 5pm and dinner will be at 8pm.

On Sunday morning at 9am Prof Chris Mowles will draw together some of the themes of the preceding day, and participants will once again divide into smaller groups.

The conference ends with a final plenary between 12pm and 1pm on Sunday followed by lunch.

All board and lodging is covered by the conference fee. Any conference delegate wishing to convene a sub-group to present a paper or talk about their work can do so by writing to me and putting forward a suggestion.

Look forward to meeting you there.

 

References

Weegmann, M. (2014) The World Within the Group, London: Karnac Books.

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

Continue reading

Last few places remaining – Complexity and Management Conference June 10-12th 2016

What practical difference does it make to take every day organizational experience seriously?

What ways of working may help better illuminate how we co-operate and compete to get things done?

How helpful is it to understand the patterning of human interaction as complex responsive processes of relating?

If you are interested in hearing about some concrete examples where taking a complexity perspective on improving practice and developing strategy has made a difference in organizations in the UK and Denmark, then there are still some remaining places at this year’s conference. This is an opportunity to listen to others, to participate in conversations, as well as to talk about and reflect on  your own work situation.

We can also promise a diverse and interesting group of delegates and good food. The conference fee includes all board and lodging, and the conference begins Friday at 7pm and ends on Sunday lunchtime.

The booking page is here.