Reflexivity – some useful prompts in fiction

tamara

The cover of Tamara: Journal of Critical Organization Inquiry

For a number of years I have been intrigued with reflexivity, that form of deep personal reflection that entwines ongoing thought of one’s practice with the practice of thought.  And it is really difficult, particularly when we are part of a group at work that sees the world in a similar way and have been working together for many years. There can be very little to challenge us to see the world differently and our thought and practice as part of it. This is important, as the world shifts we need to be attuned to this and react, but we have seen with the likes of Kodak and Blockbuster that despite advantages in their sectors they were left behind and are no more.

So, what can we do that might enable us to be more reflexive? Or, what prompts might be useful? At a group level one can mix people up and encourage new and different people to join. Or, to make connections with other people, groups or sectors. Recently I have been interested in what an individual might do and what they might draw on. Yes, they can visit other organisations and meet new people, but I was intrigued in something deeper and more accessible. Many of us read novels and books and I was interested in how fiction might act as a ‘reflexive prompt’ to enable us to see the world differently and thus shine a light on our thought and practice.

Several years ago I had a particularly fraught meeting with some surprising twists and turns. Not that unusual, far from it. After writing a narrative of the events at the time I explored what had happened with three small excerpts from fiction – very different forms of fiction. What occurred surprised me. On the one hand I could easily have closed down that experience and ‘moved on’. But doing this enabled me to notice what I had not explored in any depth before: issues of doubt, uncertainty and contradictions that I was experiencing before and during the meeting. We don’t often talk about these things in organisational life. I found a way of exploring this in a contextual way that helped my practice and thinking further develop. It also enabled me to discuss the events to a few trusted friends and colleagues and as such offered the potential to expand the potential for noticing.

If you are interested in these ideas in more depth I have written a paper for the Journal Tamara: Journal for Critical Organization Inquiry and it is available here.

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Lessons from literature: opportunities for leadership development

I have just finished the first draft of an article for a conference in the summer.  And I’m rather pleased.   That said it will need a lot of polishing before it is ready to see the light of day.  I have become fascinated in how literature can be used in leadership development.  The literature I have drawn on is an eclectic mix from Greek mythology, Victorian melodrama to Shakespeare. All too often case studies in management literature seem dull and flat. We do not share in the characters’ success or plight. Instead we are presented with facts and asked to make judgements without appreciating the connected themes of relationships, power and history behind the participants. It draws us to ask the question ‘why on earth would they do …?’

In literature we travel with the participants and share their risks, doubts and ambiguity as they take their next steps. We are therefore not prompted towards ‘clever’ solutions but instead we share a sense of their dilemmas. The point I’m illustrating is that instead of focusing on the separation between the subject (the reader) and the object (the participants in the case study) there is a temporal process of becoming engaged with the character’s story.   Literature can therefore be used as a catalyst to develop our own narratives of connected events over a period of time.  It provides insights into our own development in the context of our wider social story that we are part of. This is a useful addition to action learning and leadership development. I also argue that this way of engaging with our own stories can make a contribution to management knowledge, providing more realistic accounts that we can emotionally and logically relate to.