Tag Archives: Hugh Willmott

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

Further thoughts on the similarities and differences between CMS and complex responsive processes

At this year’s conference Hugh Willmott, Research Professor of Organization Studies at Cardiff University, gave a key note on the financialized organisation during which he made a strong argument for the rehabilitation of political economy as a focus of research in organization studies. Additionally, he began engaging with complex responsive processes noting similarities and differences with critical management studies (CMS).

In this post and the next I will try to continue this discussion, noting points of overlap and contrast as a way of exploring the difference that makes a difference. One of the difficulties of doing this is that CMS is a broad and diverse church which contains a spectrum of opionion. So the basis of the exploration will be the latest edition of Hugh’s book co-written with Mats Alvesson, Making Sense of Management: a Critical Introduction. This post develops the input I gave at the June conference. Continue reading