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Additional info for Complexity and the Experience of Managing in Public Sector Organizations (Complexity as the Experience of Organizing)

Sample text

And Stengers, I. (1984) Order out of Chaos: Man’s New Dialogue with Nature, New York: Bantam Books. Senge, P. M. (1990) The Fifth Discipline: The Art and Practice of the Learning Organization, New York: Doubleday. Shaw, P. (2002) Changing Conversations in Organizations: A complexity approach to change, London: Routledge. Shelley, S. (2002) ‘Marketising control? A cross-occupational study of work in UK universities’, (unpublished thesis). Stacey, R. (2001) Complex Responsive Processes in Organizations: Learning and knowledge creation, London: Routledge.

We could say that the ordinary day-to-day, rather messy nature of managing in commercial organizations became invisible, cloaked by a myth of calculating rationality. Human beings became resources used by an ‘it’ called an organization. Human beings became a ‘dimension’ of this ‘it’. It was this myth of instrumental, calculating rationality, I would argue, that was taken up and propagated by politicians in the 1980s and ever since as the way to govern the public sector. A whole taken-for-granted way of thinking is represented in the target setting and monitoring procedures of performance.

The result is a culture of deceit and spin in which appearance and presentation replace substance so that people become alienated from their experience. I argue that instead of leading to authentic quality, the whole approach amounts to a system of counterfeit quality. I conclude by arguing for a move away from system thinking to the perspective of complex responsive processes where organizations are thought of not as things, but as patterns of relationships between people. If an organization comprises patterns of relations between people but policy makers think organizations are systems, then what will happen as they enforce their policies?

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