informal coalitions

Themes that obscure understanding of the complex social dynamics of organizations

Over recent years, I’ve participated in many ‘social media’ discussions on how complexity theory might inform our understanding of organizational dynamics. In doing so, I’ve been struck by the recurrence of a number of characteristic themes around which conversations tend to centre. These same themes often dominate books and articles on the subject.

From one viewpoint, this thematic patterning of writing on organizational complexity might suggest a growing acceptance of insights that challenge management orthodoxy and provide a basis for more informed practice. However, I tend to agree with Ralph Stacey that many of the arguments put forward simply clothe conventional management ‘wisdom’ in the language of complexity – accepting, consciously or unconsciously, the taken-for-granted assumptions of choice, control and predictability on which the former is based.

Facts never speak for themselves

This morning, I happened to catch a brief exchange on Radio 5Live's "Your Call", hosted by Nicky Campbell.  The topic of the day was the Government's plan to change the way it deals with the funding for children who are deemed to have Special Educational Needs. The proposed approach would allow parents to choose alternative forms of expert help for their children, rather than support being restricted solely to that provided by local authorities.

One of the callers was irate at what she described as an attack on local authority funding and "a tax on our children". Campbell interrupted her to point out that, earlier in the day, Children's Minister Sarah Tether had categorically denied that the change was aimed at withdrawing support from children.

"Well she would say that, wouldn't she?" the caller responded curtly - seemingly oblivious to the ideological basis of her own comment. That is to say, it would be equally valid to state in response to the caller's own remarks, "She would say that, wouldn't she?"