Organisational Development (OD): tales of craft, style and making do

20160711_160754A few days ago James Traeger and I were sitting in a rather lovely room overlooking the lawns at Ashridge management college. Here we signed a contract to write a book together; a moment that focuses the mind!

We are writing a book on organisational development but one that pays attention to the ‘craft’ in different ways. Having worked in and with many organisations I am intrigued as to how things actually happen. I am less interested by the grand proclamations and planned activities that may appear in newsletters, company reports and ‘town hall meetings’; but instead I am drawn to the actual conversations that happen everywhere from boardrooms, corridors, phone calls, e-mails in what is a confusing world where we can only make the next sensible step with the information we have at hand. And with the constraints and enablers that we are aware of – those that we are not aware of soon become apparent! So how does the OD practitioner move into these spaces and conversations and to act ethically in ways that are in the best interests of the people that we call the ‘the organisation’ and those affected by it? This is the substance of the book, told with tales of the craft of how people make do with what they have to create interactions and understandings that are helpful. We are interested in the full gamut ranging from set piece events with flip charts and marker pens to chance (or carefully arranged semi-chance) conversations in car park or corridor.

We are aiming this book at the curious, the practitioner (and the occasional academic) perhaps frustrated with ‘how to’ explanations. Instead we are looking to share, show and build bridges of understanding that might be useful in:

  • Making enough sense of complex situations we find ourselves in.
  • Enabling wise choices to be made.

And in doing so how move forward with those around us.

Through difference comes a deeper confidence

cropped-picture-of-dunes-2.pngThis week I was at conference in Bristol, UK on the ‘contemporary relevance of the work of Pierre Bourdieu’ where I presented my paper on the connections and opportunities between Bourdieu’s thinking and action learning. It was one of the best conferences I had been to drawing people from all over the world and importantly working with Bourdieu’s ideas in very different ways.

I have been deeply affected by his work which has influenced a number of my books, papers and thinking in general. But I have lacked confidence on two counts. Firstly, his life’s work was enormous, there are few who have a deep understanding of his work and the context from which it emerged. Secondly, appreciating the contemporary ways in which those ideas were being taken up by people at the conference. In other words, I was very aware that my interest was focused on a small area of a far wider moving project.

Over the three days it was great to see the myriad of ways that people were working with his ideas. Some I was deeply drawn to, attracted by the interaction between excellent empirical work and theory. Others like Lisa Mckenzie’s work on the working class in London made me wonder what sort of world we had created. But others took Bourdieu’s work and applied multiple correspondence analysis (MCA) and other quantitative techniques that left me cold wondering what Bourdieu would have thought. Similarly, words and phrases such as ‘technique’, ‘tool’, ‘using’, ‘framework’ were applied to some of Bourdieu’s concepts in a way that just seemed to miss the shifting, relational, emergent qualities of his ideas reminding me of his comment: ‘Everything conspires to encourage the reification of concepts, beginning with the logic of ordinary language, …’ (Bourdieu, 1973, p62). Despite these differences and affinities my thinking was being challenged.

Through these differences and talking with those people who saw his work from other angles I became more confident about my areas of interest, that of reflexivity and the ‘friction’ between his concepts of habitus and field. This was not an arrogant confidence; I knew that I had something that was worth saying but with a humility to explore other ideas and how these were being taken up.

What implications does this have more generally? It is by being with other people of differing views and exploring their ideas that we become more confident and curious about our own position and how that position might develop. But that is not what I see around me. Politicians talk of building walls (metaphorically, literally and implied in their ‘dog whistle’ speeches), or they just talk and don’t listen. Perhaps we do the same; we surround ourselves with likeness amplified by our interaction with Facebook, Twitter and the like.

Here I am suggesting a different type of deeper confidence. I am not talking about an arrogant confidence that is defensive, inward looking and is brittle to challenge. I am talking about confidence that is open to the development of thought and keen to engage others with differing and challenging views. I think Bourdieu himself would have had views on this …

Bourdieu, P. (1973). The three forms of theoretical knowledge. Social science information, 12(1), 53-80.


Trust in Organisational Life – Call for papers


Capture1Trust is an essential lubricant of working relationships.  Over the last year I have become increasingly interested in this, which led me to carry out a research project with Alison Donaldson, funded by Roffey Park.

I have now been invited to act as guest editor of the Winter 2016 edition of e-Organisations and People (e-O&P), the journal of AMED, on trust.

Here are some examples of the kind of articles that I am interested in:

  • Accounts of how trust can be affected (for good or/and ill) by either planned or accidental actions. By planned, I mean, for example, an organisational development initiative that has been deliberately designed and implemented to improve how a group is working together. By accidental, I mean the unintended consequences of a misjudgement, an external shock and/or some cunning or political action.
  • You might have developed a way of conceptualising trust, or perhaps a framework for generating trust. If so, how has this has been taken up and used in the workplace? What has this enabled?  And what other important issues might it be distracting us from?
  • Something from left field that takes a refreshing and insightful view of trust that might challenge some of our basic assumptions about the nature and manifestations of trust.

These are just a few suggestions. You may well have others.  If this strikes a chord with you, please send me a brief initial proposal of 200-300 words by 15 July. If you’d like to discuss your ideas beforehand, please get in touch too.

My e-mail address:

Our publication timetable is:

  • 15th July 2016: Expressions of interest to guest editor.
  • 15th September: First drafts to guest editor (earlier if possible).
  • 30 November: Winter 2016 e-O&P is published online.

About e-Organisations & People

e-O&P is AMED’s quarterly online journal, published in pdf format. For 25 years, e-O&P has been connecting the worlds of work, theory, ideas, innovation and practice by making new knowledge and original thinking available to developers, facilitators and their clients through persuasive writing.

Our readers and authors are both practitioners and academics who are curious about life in organisations and about how we might affect that life and each other for the better.

Articles are normally between 1,500 – 3,000 words, written in an engaging and lively style that will be of interest to academics and alike.  We encourage the use of headings, images, diagrams and live hyperlinks.  Following receipt of your expression of interest, we will send you a copy of e-O&P’s Guide to Contributors.

Editions of e-O&P are often associated with a lively pre- or post-publication gatherings. As far as it can, e-O&P aims to support its authors according to principles of critical friendship.

I look forward to receiving your initial expression of interest (a simple paragraph or set of notes outlining your provisional ideas) by 15 July.

More details can be found at the following AMED link.

The flip side of provocation (of bridges and walls)

ScanccyyySometimes a word catches me and unravels. And that is what happened with ‘provocation’. A little of the detail. I met with Julian Stodd and colleagues from Sea Salt Learning the other day. Julian handed me a copy of =Q@L[equal], a magazine with the tagline ‘provocative writing for a more equal world’ – see picture. Julian writes:

=Q@L[eqaul] is a collection of ideas: a provocation and call to arms. It’ a space to reflect, to challenge.

To me there are two sides of the coin, one good the other bad:

  1. The bridge: We say or write something that jars, perhaps it is at the edge or beyond accepted wisdom. This leads to a shift in thought, there might be a striking moment as the person reconciles an experience they have had with that new perspective. Even the provocateur can be moved as they see their idea taken up in new ways; together both parties see the world differently, even slightly. And from this transformation and novelty emerges.
  2. The wall: The other side is problematic. Here we provoke others and in doing so we build walls (quite literally if we are to believe what we hear from the US Presidential Elections). Words of provocation are said and opinions become entrenched, it prevents ideas developing, it fails to build bridges of understanding. We cannot see or imagine the world differently beyond our own self interest.

The wall creates ‘otherness’, a separation between people from which identity grows often at the expense the marginalised that have little power or voice. This is a powerful dynamic that once started can be hard to stop.

The bridge on the other hand is fragile. It requires nurturing and an attention to the dynamics between people. We need to test and understand our own movement of thought and those around us as our ideas emerge. We need to accept that there will be misunderstanding and friction, but this is an opportunity for further conversation and deeper understanding. In other words, to strengthen the bridge.

It seems to me that people are becoming all too keen on building walls without looking to history to see the consequences. By the time we realise it might be too late to stop. Building bridges is hard, we need to be challenging of ourselves and other around us.

Details of =Q@L[equal] can he found here.

An antidote to bullet points

cropped-picture-of-dunes-22.pngRecently I was in the Netherlands visiting their Open University lecturing and talking with a group of PhD students.

In one conversation we discussed the question of ‘contribution’, or how could research make a difference. Suggestions were discussed that you could imagine would lead to a few bullet points. Quite understandable but not quite hitting the mark it seemed to me, particularly when we are researching day-to-day goings on in organisations. Such an approach plays into the hands of the person who sees knowledge as an abstract entity that can be applied from one context to another with assured results.

Here is a suggestion. Before we get to the bullet points the author explains their situation. This narrative contains enough of the gritty detail to enable the reader to ‘live that experience’, but not in a fictional sense, but in a way that enables them to build a ‘bridge’ between their experience and that of the writer. This does not mean that they have to agree or for that matter directly relate to the situation, but just to say ‘yes, I can see why they have done …’ This might include a few striking moments that challenged one’s thinking or assumptions or where events took a surprising turn. It might also include a few textured details of the people involved, the location or the sense of anticipation or apprehension.

By this stage we have now established a connection of common understanding. And with assertive humility we can offer some grounded suggestions. These are suggestions that the reader can now relate to and imagine how they might be useful for them, adapted to the situation that they are facing.

This way of thinking recognizes both the power of the writer/researcher and the reader, it is now more nuanced. We have moved away from knowledge as being absolute where the reader’s voice is absent. For this to work, by which I mean any test of validity (a key point in and PhD), we need to recognize the role of the reader in how this might be useful, both the story and any bullet points that might follow.

The ‘bus test’ for our academic work


Source: Wikimedia – Arriva436

Several weeks ago I was asked to review an academic paper that was to be presented at a leading management conference. I read the title and it made no sense to me whatsoever. It was only half way through the abstract that I got an inkling. Towards the end of the introduction I had got it, just. And once I had waded through the paper and read it again it said something that was interesting and relevant. The authors were playing a lightly woven game with a small group of fellow researchers interested in a focused area of organisational life using a particular methodology.  Now I appreciate we all have our shorthand, jargon and people we want to impress. That said we must be mindful of the ultimate beneficiaries of our efforts –people who are struggling to make sense of their organisational lives.

In my review I made the following comment: ‘If your paper was left on a bus and picked up by a busy manager what would they make of it?’ In other words, how might it shine a light on their practice, which may at times may seem unfathomable to them.

So I propose a test, which I will call ‘the bus test’. Before we send of our papers and books off for review we should hand our efforts to someone facing the areas of research we are interested in. They should at least be able to understand the title and abstract. Better still that they can relate to what has been said. That is not to say that they should agree, but at least they should be able to form an opinion from which a conversation could occur. Only then can the authors dive into their focused arguments, literature and methods.

As an aside, much has been has been said about Open Access in academia where citizens have the right to have access to research material. To my mind this is a part of a similar debate particularly in the field of leadership and management.

Using complexity analogies as a way of exploring knowledge and practice

cropped-picture-of-dunes-22.pngI have been asked to give a presentation to a group of doctoral students in the Netherlands on how we might use complexity as a way of understanding what we are doing in organisations. I was asked to prepare an abstract which I will share:

Traditional management theories have a tendency to focus on general terms that might include ‘culture’, ‘leadership’, and ‘strategy’ etc and use these to create models and frameworks to explain the present and predict the future. In doing so there is a reification, namely the way of relating to these terms as if they were fixed entities. We can trace this back in Western thought to the work of Kant.  Here the emphasis of understanding includes a dualism between people and organisations, the collapse of contradictory but ever present tensions that people deal with and a formative process of causality that implies an understanding of the future based upon the unfolding of pre-set factors.

Considering the work of Stacey and others (Stacey et al., 2000) we can challenge this approach and their assumptions. Stacey is a management theorist who uses the sciences of complexity as an analogy to explore everyday interactions between people and how these come to develop into organising themes (for which the US pragmatist philosopher GH Mead (Mead, 1934) developed the theory of ‘the generalised other’). Here we can pay attention to the dynamics between: the interaction of people as they interpret the themes they notice and experience; and, how these themes themselves come to be developed from everyday interactions of people. From the interweaving of novel and established patterns transformation is possible in a process that is emergent. Empirically the approach draws on people’s routine work collected in a series of narratives often spanning several years and critically engaged within a learning set alongside organisational literature (Warwick and Board, 2013).  This has been the approach of the Complexity Management Centre based at the University of Hertfordshire, UK, in their long running doctoral programme.  This way of studying organisations and our presence as part of them enables a richer understanding of the dynamics of reified terms, for example what we might call ‘culture’.

They have termed this approach complex responsive processes of relating (Stacey et al., 2000) as a way to draw attention to the temporal nature of the processes of which we are all participant and from which no one is separate. Rather than Kant, it is influenced by Hegel’s (and those who draw on his work) notion of process and how, in our ‘rubbing along’ with each other, novelty emerges. Issues of power and paradox are explored. Power in the sense of an interconnected mesh or figurations (Elias, 1978) of which we are all part of in known and unknown ways. And paradox to give voice to ever present contradictions faced in organisations for which reconciliation is not possible. These are factors that people face daily as they go about making decisions, trying to sense plausible next steps in conditions of increased uncertainty.

For the doctoral student or academic this forms a contribution to knowledge and practice. With respect to knowledge first-hand accounts that address issues of power and how people reflexively respond are rare particularly amongst senior groups  (Warwick and Board, 2012). When it comes to practice, the individual becomes more reflexive (Cunliffe, 2009) understanding their own place in the mêlée in which they are a part. Of particular note are the power relations within ones habitus (Bourdieu, 1990) that become available for noticing thus enabling more thoughtful choices to be made as part of the paradoxes that are present in everyday decision making.

The literature I have drawn on:

Bourdieu P (1990) The Logic of Practice. Cambridge, UK: Polity Press.

Cunliffe AL (2009) The Philosopher Leader: On Relationalism, Ethics and Reflexivity–A Critical Perspective to Teaching Leadership. Management Learning, 40(1), 87–101,

Elias N (1978) What is Sociology? New York: Columbia University Press.

Mead GH (1934) Mind, Self, & Society. Chicago: Chicago University University.

Stacey R, Griffin D and Shaw P (2000) Complexity and Management – Fad or Radical Challenge to Systems Thinking? Abingdon, UK: Routledge.

Warwick R and Board D (2012) Reflexivity as methodology : an approach to the necessarily political work of senior groups. Educational Action Research, 20(1), 37–41.

Warwick R and Board D (2013) The Social Development of Leadership and Knowledge: A Reflexive Inquiry Into Research and Practice. Basingstoke: Palgrave Macmillan.