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.
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 →
In previous posts Ralph has been talking about the way that contemporary theories of management take for granted the idea that a manager needs tools and techniques in order to achieve organisational ‘success’. In this post I want to begin describing what I see as the appeal to the religious imagination that leaders and managers are also required to make, and which usually accompanies the more instrumental focus on grids and frameworks in many management books. At the same time as using the right managerial tools managers and leaders in today’s organisations are required to be ‘passionate’, ‘positive’, ‘inspirational’ and ‘visionary’. Managers and leaders are expected to be prophets as well as experts, preachers as well as technicians.
On the one hand there is something very important about the appeal to affect and ideals. As the philosopher Hannah Arendt noted, collective promise-making is a very powerful way of disposing of the future as though it were the present, of beginning things anew and imagining a better world. Unfortunately very often the appeal to the religious imagination in turn becomes schematised and reduced and is understood in a highly individualised way as a ‘tool’ of management. There is a great potential for manipulation. For example, there are training courses on visionary and inspirational leadership and endless management books offering advice on the same. Currently it would be impossible to apply for a job in many fields without claiming to be ‘passionate’ about whatever the job on offer is. Although being passionate and visionary are regarded on the one hand as exceptional requirements, they are demanded routinely in everyday situations. Noble sentiments have become banal, another tool in the toolkit of aspiring managers and leaders. The proliferation of advice on how to be authentically passionate and succeed in management testifies to the fact that authenticity is difficult to fabricate – you have to practice quite hard at it. Continue reading →
This post sets out some thoughts provoked by my reading Ralph and Chris’ contributions. It is intended to provoke further conversation and act as an invitation to others to make a further comment.
The observations made by them that speaking about management differently can appear to others as though I am not taking ‘the game’ seriously or calling ‘the game’ into question can be seen as ‘anti-management’; that re-thinking the dominant discourse invites us to think of ourselves differently and therefore to question our identities as managers, and to rethink management from within the practice of management, resonate strongly with my own experience in my working life as a nurse manager. Hence, as I challenge many of the theoretical assumptions I had previously made about management, so my practice as a manager shifts because, quite simply, it no longer makes sense to do some of the things I was doing before. To try and explain more clearly what I mean. I shall write a short piece of narrative based on a conversation that struck me as interesting. Reflective narrative is an important component of the research methodology we are developing on the D.Man programme as part of the theory of complex responsive processes of relating. Continue reading →