informal coalitions

Humour in organizations - Taking it seriously!

In the previous post, I spoke about the parallels between humour and creative thinking, drawing on the insights of Edward de Bono. Here, I want to shift the emphasis to the important roles that humour plays in other aspects of organizational dynamics.

As I suggested earlier, humour works by ‘switching channels’, abruptly and unexpectedly, from a familiar pattern of thought to another, previously unseen or unacknowledged one. Patterns create expectancy. And it is the sudden emergence of a new pattern of understanding (“I wasn’t expecting that”) which triggers the laughter (or discomfort).

When this channel-switching process is interwoven into the ongoing conversations and interactions that comprise everyday organizational life, it serves a number of other important purposes. Using it ‘deliberately’ (whether by conscious intent or as the spontaneous expression of subconscious feelings) invites people to look at their situation in a different light, to challenge some of their taken-for-granted assumptions and, perhaps, to change their perspective.

The significance of humour – pattern switching and lateral thinking

In a number of his books, Edward de Bono argues that humour is the most significant behaviour of the human mind. This is because humour, like lateral thinking, is a pattern-switching process. It works by causing what de Bono would call an "insight switchover" from a familiar pattern to a new, unexpected one. It is this moment of surprise and realization that triggers the laughter (and the new insights).

As I'll suggest in a later post, this pattern-switching characteristic of humour also has important implications for organizational dynamics. However, for now, I'll stick with its significnce in relation to the way in which new ideas are created and novelty emerges. 

So how does humour work?

The emergence of trust in organizational relationships

I recently came across a LinkedIn Group discussion on the ‘dimensions’ of organizational culture. Started by Robert Wimple, this homed-in on trust as the essential component for a sustainable culture. It drew on an interesting blogpost on his site, The Trust Ambassador.

Trust is regularly cited in this way as a critical factor in effective organizational performance. It frequently appears on lists of ‘corporate values’. And “creating an environment of trust” is often stated as a primary leadership task. But what do we mean by “trust”? Is it achievable in organizations? And, if so, how can managers bring it about?

The consulting dilemma - to challenge or collude?

How can consultants create value for clients who seek certainty, predictability and control in a complex, uncertain and ever-changing world?

Difficult times

Managers’ ‘backs are against the wall’. They are under pressure to deliver. At times like this, many are tempted to ‘batten down the hatches’, and to retreat into the familiar world of formal plans, programmes and routines to see them through. "Do it better and get it right" becomes the order of the day, as they seek to cope with the never-ending demands of a world that is full of ambiguity and in constant flux.

At times like these - and somewhat ironically - external guidance and support is often one of the first things to be cut. But, if and when the call for help comes, what should the consultant's answer be? Faced with their own need to win business and earn fees to survive, how should they respond to this seemingly sensible but deeply flawed approach? Should they collude with the manager’s view of the world? Or challenge it?

Managing to lead

I've just bought a copy of Henry Mintzberg's latest book, Managing. 

In the intro, he argues the case for management to be reinstated as an equal partner with what he sees as the over-hyped notion of leadership in organizations. Amen to that. 

This is a refreshing change from those who, like Warren Bennis, see leading and managing as separate and distinct roles - with the former seemingly inhabiting a somewhat higher and more praiseworthy plane than the latter:

"I tend to think of the differences between leaders and managers as the differences between those who master the context and those who surrender to it."