Douglas Griffin

Speaking of Complexity in Management Theory and Practice

This paper describes a complexity perspective on organizational life by drawing on three distinctive sources. First, we describe the way different natural scientists talk of their work in simulating complex dynamical systems. Second, we listen to the contribution of social scientists in describing the dynamics of human interaction and third, we describe group analytic practice as it illuminates the emotional, prelinguistic processes at work in the group matrix. We argue that together these insights allow us to speak of the nature of self-organization in human systems in a way that emphasizes inter subjectivity, emergence and de-centred agency in contrast to the dominant voice in much management thinking which emphasizes objectivity, control and individual agency. We then relate how the complexity perspective we describe informs our approach to organizational consulting in which we participate in networks of self-organizing everyday conversation whereby the patterned structure of organizational activity is paradoxically both sustained and changed.

Knowing and Acting in Conditions of Uncertainty: A Complexity Perspective

As practitioners working with groups and organizations, we have reflected together on what we think is happening when we find ourselves acting into situations in which the intention motivating the action as its goal is itself emerging in the very action. Along with others, we have been excited by the ideas of self-organization in the natural sciences and also theories of practice, for example, tacit and explicit knowledge, in the social sciences. Together, these promise fresh insights into the potential of organizations. However, we find ourselves diverging significantly from writers who at first sight seem to be using similar ideas, but they do so with an exclusive focus on strategic choice and intention. To illustrate what we mean, we explore the work of Nonaka and Takeuchi and how they use Polanyis idea of the participant observer. We do this to identify contradictions we see in their approach. We also discuss the implications of an alternative understanding of participation and what this indicates about what can and cannot be “managed” in the creation of new knowledge.

Complexity and the Experience of Values, Conflict and Compromise in Organizations

1. Introduction Ralph Stacey and Douglas Griffin 2. Finding Room for Values in Required Ways of Working: Values, Power, Conflict and Compromise in Aid Agencies Chris Mowles 3. Working at the Edge of Polarized Conflict in Organizations Arnie Grant 4. Compromising as Processes of Moving Forward in Organizations Iver Drabaek 5. Leadership and Self-Mastery Martin Daly 6. The Role of Propaganda in Managing Organizational Change: Ethics, Conflict and Compromise in Consulting Stephen Billing