An invitation – to discuss the impact of the DMan on your practice and leadership
Douglas Board and I are two graduates of the DMan programme, graduating with our doctorates in 2010. Since then new avenues have opened up for us both. One joint piece of work is a book commission from Palgrave Macmillan: it is likely to be called The Social Development of Knowledge and Leadership.
At this year’s CMC conference we are looking invite you to a conversation around the following: for those people who have experienced the DMan programme (current, past and even prospective) how has the deeply reflexive process changed and how does it continue to change your leadership? Linked to this we are also interested to explore how your developing leadership has affected those whom you work and interact with. And, what does this say about our knowledge of organisations and what we all do together in the process of organising?
It would be great to share narratives or ideas on this, even before the CMC conference is underway. Please feel free to post your thoughts here and to get others involved, or to drop me a note directly, particularly if you would like to hear more of our ‘project’.
In previous posts discussing tools and techniques, Ralph has been drawing attention to the way in which the practice of management becomes reduced to instrumental rationality. One way of taking up insights from the complexity sciences in organisational terms is, similarly, also by using a two by two grid to decide if what you are dealing with is simple, complicated, complex or chaotic. So, simple means the domain of the known where cause and effect are well understood; complicated is the domain of the knowable, but with multiple sometimes competing components and where expert knowledge is required; complex is the domain of the unknowable where patterns are only discernible in retrospect, and chaotic is where there are no discernible patterns or order. The manager or leader should then decide which of these four quadrants they find themselves in and behave accordingly.
Aside from the difficulties arising from this loose interpretation of the complexity sciences, as usual with these matrices and frameworks it is assumed that it is the rational, autonomous, choosing manager standing outside the situation they are evaluating, who determines which quadrant s/he is in and takes the appropriate action. Under the guise of being rationally purposeful, this way of thinking appears to me to be radically subjective and splits thinking off from action, and the manager/leader off from those they manage. We have not moved very far from assumptions of predictability and control which are present in much contemporary management literature. Continue reading →
In this blog I hope to develop some of the points made in previous blogs on the tools and techniques of management. What is generally meant by the term ‘tools and techniques of leadership and management’ is ways of applying instrumental rationality to solve problems and control outcomes. In fact, in an ambiguous and uncertain world none of these tools and techniques can do what is claimed for them but they do constitute the techniques of disciplinary power which enable leaders and managers to control the bodies and bodily activities of
people in the organization. All of these tools and techniques take the form of rules, procedures and models. However, there is a difference between competent performance, on the one hand, and proficient, expert performance, on the other.
The difference is that following rules, procedures and models may produce competent performance, but proficient, expert performance requires moving beyond the rules, procedures and models. Management tools and techniques of
instrumental rationality may promote competence but the development of expertise is beyond them. Experts are unable to articulate the rules governing their performance because they simply do not follow rules; instead, as a consequence of long experience, they exercise practical judgment in the unique situations they find themselves in. Through experience they are able to recognize patterns, distinguishing between similarities with other situations and unique differences. The patterns they recognize are the emerging patterns of interaction that they and other people are creating. In other words, they are recognizing the emerging themes in conversation, power relations and ideology reflecting choices. The key resource any organization must rely on is surely this expert interactive capacity in the exercise of practical judgment
by leaders and managers. If we cannot identify rules, procedures and models as ‘drivers’ of expert practical judgment, does it follow that we can say nothing about practical judgment and have to leave it as a mystery?
I do not think there is anything mysterious about the exercise of practical judgment and we can inquire into the exercise of practical judgment and explore whether it is possible to identify any ‘techniques’ of practical judgment. Continue reading →
I wanted to write about some of the themes at the CMC conference this year as an invitation to further discussion, and perhaps as a way of involving others. There were a number of things which happened during the weekend which I think made a strong case for the methods being developed by the Complexity Research Group at the University of Hertfordshire and the importance of paying attention to the experience of every day life.
So I was struck by a quite ordinary intervention by Iver Drabaek in the final plenary of the weekend. This was a session convened to explore what different conference participants were doing in their work and to ask whether insights drawn from the complexity sciences, or from complex responsive processes were proving helpful in what people found themselves trying to do. There had been a number of diverse observations about what was going on in the group: that the discussion didn’t seem to be leading anywhere, or that it wasn’t easy to speak into the big group, as we struggled to make sense of this particular way of meeting together. As Nick Sarra has pointed out, there often is a struggle in big group discussions, and sometimes this struggle is about avoiding the discomfort of recognising each other in this kind of context. Iver pointed out that for him it was different. It wasn’t that he was holding back but that every time he went to speak into the group he found that he had changed his mind about what he wanted to say, depending on what the last person had said. This for me was a very good example of what we are trying to describe on the faculty at Hertfordshire when we are drawing attention to the transformative potential of everyday interaction. Iver was displaying a patient attention to everyday experience, his own experience of the group, which then raised ideas of recognition, mutual recognition, identity and ideology for me. In drawing attention to the way that he was responding, to what was going on for him in the moment and articulating it, he provoked me (without of course realising it) into recognising myself in what he was saying. I would expect that for others it called out an entirely different response, or perhaps no response at all, but in that moment I came to understand my own participation in what was going on, recognising myself in the other, differently. Continue reading →