Tag Archives: ethics

Working in groups – an overview of themes from the 2017 Complexity and Management conference.

This year’s Complexity and Management conference invited delegates to think about groups. In my response to the three previous speakers, Martin Weegmann, Nick Sarra and Karina Solsø Iversen I asked delegates to consider the importance of groups against a backdrop of an increasingly individualised age, where identification with groups, whether they be communities, trades unions, social movements or other vehicles of collective identification seem increasingly difficult to maintain. This is a phenomenon remarked upon by a wide variety of sociologists in different countries, for example by Robert Putnam in the United States in his book Bowling Alone[1], and to which I drew attention in last year’s conference summing up here. Last year I talked about the way in which we are invited to become ‘entrepreneurial selves’, a trend which Foucault was one of the first to identify as an inevitable consequence of the hegemony of neoliberal capitalism[2].

Screenshot 2017-06-10 15.35.57

Although this is a very powerful way of thinking, this isn’t experienced everywhere the same as I think the two contrasting pictures of train carriages show,  no matter how strong a global trend it is.

Screenshot 2017-06-10 15.33.58

But the phenomenon which Elias in particular described, where we are invited to think of ourselves as closed off from one another is widespread and amplified by modern technology and social media. Our devices are helpful for communication but may also amplify the tendency towards a sense that we are monads: technology can increase individualising and alienating social tendencies which are already emerging, as Sherry Turkle documents in her book Alone Together[3]. It is in this context that groups and groupwork become so important. Continue reading

Changing organisational culture: a moral and disciplinary project

This post is another contribution to thinking about organizational culture in preparation for the Complexity and Management Conference due to be held 7-9th June this year, 2014, which will be dedicated to this theme.

The Christmas period provided a very good example of the dominant thinking about organisational culture change, which I wrote about earlier in a previous post on this blog here. The new CEO of Barclays Bank, Anthony Jenkins was the guest editor for BBC Radio 4’s flagship news programme, Today, and he used the opportunity to draw attention to ethics, leadership and organisational transformation. You can find some of the clips from the programme here.

The banking world in general and Barclays in particular have been rocked by a number of scandals, including mis-selling of financial products and the manipulation of the inter-bank lending rate, LIBOR. Jenkins sees his task as rebuilding the bank and restoring public trust by ‘transforming the culture’ of the bank away from short-termism and a narrow definition of maximising shareholder value which he feels has predominated over the last 30 years, towards an understanding the banks serve society at large.th

To achieve this Jenkins has started a review of all the bank’s activities and has set alongside it an organisational change programme called Transform. The Transform programme sets out what Jenkins describes as five core values: respect, integrity, service, excellence and stewardship. All of these are to be ‘embedded’ in the organisations and measured episodically with numerical scores to give a reading of the bank’s progress towards operating differently. To give a token of his seriousness, Jenkins argues that he and his colleagues have developed a set of ‘explicit behaviours’ which staff have to exhibit in order to demonstrate the values. They will be recruited, promoted and developed according to these standards. According to Jenkins this change in culture will take up to ten years. Continue reading

Complexity and Management Conference 7-9th June – Key note abstract

 

Ann L Cunliffe

Professor of Organization Studies

University of Leeds, UK

  

The Embedded Nature of Leadership, Relationality and Ethics

How might we start thinking about leadership differently? I suggest we need to go back to the fundamental ontological questions about the nature of social reality and who we are in the world.  If we begin to think about everyday life as intersubjective, then leadership is embodied in who we are and embedded in our everyday conversations and interactions with others. I will propose that this form of leadership foregrounds relationality and the need to make morally-informed judgments through a form of ethics I have called relational integrity. We will explore what this might look like in practice and the consequences for leadership education.

 

You can go the University of Hertfordshire booking page here: http://tinyurl.com/crm734w

 

Thought collectives and the role of critique

As a way of adding to the discussion started by Ralph in the last post I want to offer some observations, additions, and questions to the idea of the thought collective and thought styles. I would like to reflect more on the stable instability of thought collectives and the way that they are at risk from transformation from within and from without. I want to suggest that they may be powerful and enduring, but they are never rigid being subject to their own ruptures. Although thought collectives undoubtedly try to exclude patterns of thinking which do not conform to a particular orthodoxy, and can sometimes do so with some violence as we will explore below, this orthodoxy often has its own indeterminacies and internal contradictions, and challenges to it are likely to occur regularly and in every day ways both from ‘within’ and from ‘without’. Together the gesture of critique and orthodox response incorporate each other and produce a movement through which other ways of theorising are made possible.

I want to expand further on how the processes of domination and resistance are mediated by power relations and will draw on some of Foucault’s thinking to inquire into the social relations of ‘truth telling’. That is to say, as well as considering the way that orthodoxies dynamically maintain themselves by excluding and denying, it is also important to think about how resistance is mounted, and by whom. Having done this I will question whether the discussion pattern that Ralph points to between systems theorists and their critics could ever thought to be ‘stuck’, although it may feel that way from a synchronic perspective, what I referred to in a previous post as the perspective of the swimmer. Continue reading

Complexity and management conference 8-10 June 2012

There are still a few places available for the CMC conference entitled Complexity and ethics: practical judgement in everyday politics where the guest speaker is the distinguished critical management scholar Professor Hugh Willmott.

There will be a variety of fora to have lively discussions about ethics as well as opportunities to explore the similarities and differences between complex responsive processes and critical management studies.

To book please access the payment page here.

Taking the perspective of the airman and the swimmer – reflections on the ethics of organisational change

In order better to understand the unique flow of social life, Norbert Elias argues, we must adopt the perspective of both the airman and the swimmer. Unlike many objects in nature which are relatively unchanging, society is riven by tensions, disruptions and explosions. ‘Decline alternates with rise, war with peace, crisis with booms’. These disruptions are driven by the interweaving activities of highly social, interdependent people like ourselves competing and co-operating to get things done. Elias argues that it is only from perspective of the airman that we are able to gain some detachment, a relatively undistorted view of the order of the long course of historical changes and the way we are forming and are formed by them. These long-term historical trends are extremely hard to resist even by very powerful coalitions of people or groups. However, there is nothing inevitable about our actions and reactions to the processes in which we find ourselves participating. But only by adopting the perspective of the swimmer, who is obliged to take action in the moment itself, is it possible to see how varied are the different pressures that are brought to bear on the particular circumstances in which find ourselves acting, in order that we might create opportunities to bring about outcomes of a different kind. 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.

On Being Managed. Ethics as conflictual process.

In going about my work doing organisational consultancy for the healthcare community,I have recently been struck by increasing references to managing as some kind of self evident right as if the term itself was incontestable and represented a quasi divine ordering of things reminiscent of the feudal .

Last week I was asked by managers to engage with three separate 
situations in which this right was apparent at the outset of the conversation.

In the first I was told,

‘nobody in this day and age can say that they don’t need to be managed’.

In the second and third situations I was offered the explanation that team difficulties were caused by,

‘not being used to being managed’

and that

‘they have got away with doing their own thing for far too long’.

Continue reading

Complexity and Management Conference 8th June 2012

The June 2012 Complexity and Management Conference entitled: Complexity and ethics: practical judgement in everyday politics now has a payment page here.

The leaflet for the conference, which includes a programme and a form for those wishing to pay by cheque can be downloaded here:  CMC June 2012 Conferencev2.

2012 Complexity and Management Conference

Complexity and ethics: practical judgement in everyday politics

from 7pm on 8th June to 2.30pm on 10th June 2012

AT ROFFEY PARK MANAGEMENT INSTITUTE

(For location see Roffey Park website)

About the conference

The ninth annual Complexity and Management Conference will take place at Roffey Park starting at 7pm on Friday 8th June 2012 and ending after lunch on 10th June. This event is a very informal conference where prepared papers and presentations are minimal and serve the purpose of introducing themes for discussion amongst conference participants.  In organising this conference we seek to maximise the possibility of conversation. The purpose is to provide an opportunity for leaders, managers, consultants and academics who are interested in our work on complexity and emergence in organisations, as well as past, present and possible future participants on our MA/Doctor of Management programme, to discuss their experience and ideas with one another.

This year’s theme

The financial crisis has provoked a great deal of discussion about fairness, reward and the ethics of management. This is a welcome change from the usual focus on managerial instruments, tools and techniques which can often crowd out ethical concerns. But at the same time as the inadequacy of the way our organisations have been run has been made very stark, so has the inability to engage in ethical discussion. It is clear that leaders and managers are largely at a loss as to what to do and how to behave, and sometimes even how to begin discussing ethical questions. Everyone is feeling their way forward in the struggle over whose narrative of events predominates, and are relearning how to engage with each other in discussions of the good and the right. There are very few models which will be of any use to help navigate unique and highly uncertain times. This makes a complexity perspective, complex responsive processes of relating, particularly relevant to this theme.

In this year’s conference we will be drawing on both complexity and critical management traditions in trying to make sense of the situation we find ourselves in, particularly in relation to the theme of ethics. We are delighted to have Professor Hugh Willmott from the University of Cardiff, (Oxford Handbook of Critical Management Studies (with M. Alvesson and T. Bridgeman), Oxford University Press; Critical Management Studies: A Reader (ed. with C. Grey) Oxford University Press; Introducing Organization Behaviour and Management (ed. with D. Knights) London: Thomson) accept our invitation as  keynote speaker, who has chosen as his topic:

The Financialized Corporation: Moorings Lost and the Crises of Legitimacy

There will be parallel sessions following the keynotes, where conference participants will be able to explore themes which have struck them as being important in conversation with others. Between now and June we will be uploading posts on this site to talk to the theme and to provoke discussion in advance of the conference. Anyone wishing to put forward ideas for parallel sessions is welcome to do so.

We will be posting more details about the conference soon including how to pay.