My company is a consulting firm and on my CV I call myself a consultant. Consultants are experts that are hired to bring solutions to a problem or improve the functioning of a mechanism, process or organisation. They are expected to have all the answers and are paid by somebody to give them the right answers to their questions or solutions for their problems.
When I work with organisations and teams on complex challenges, I often do not feel comfortable in this role as a consultant or expert. Too often, I do not know the answers or solutions. Too often, I have felt that moment of panic in the plane on the way to a client that I do not really know what to tell them, that I do not have the answers they are hoping to get from me. As I have said and written before, intervening in complex systems is not about fixing things, like fixing an engine. Complex systems are evolving interconnected systems. Understanding these interconnections and shifting the context is a more appropriate approach to change. This always needs to be based on a deep sense of understanding the local context and continuous mutual learning. Continue reading →
I’m really excited to announce a new training course that I have put together with Tony Quinlan from Narrate, which will be starting in September. As readers of my blog know, I have applied concepts and principles of complexity to my work in international development for a long time. In this course, I will share these concepts, principles and experiences I have made and accompany the participants to make sense of their own experiences and create new experiences in applying complexity concepts.
Here the brief blurb for the course:
Harnessing the power of complexity in development – An extended, unique expedition through complexity approaches to enhance agile, adaptive and appropriate work in dynamic and uncertain development contexts.
This course gives you a unique opportunity to gain experience and expertise in complexity, through a guided journey covering the fundamentals of complexity. Projects taken from participants’ real-world situations (not hypothetical case studies) will be used to apply these principles, teams being mentored all the while by two expert practitioners.
This post is a bit of an experiment. In it, I want to outline my four main areas of interest which guide my reading, thinking and the work I want to engage in. The aim is twofold. Firstly, I hope that the exercise focuses my thoughts because I need to write the areas down in a coherent way. Secondly, this is intended as a way to reach out to likeminded people who are interested in the same issues, so it contains a call to action, i.e. to contact me. I would be particularly interested if you would like to discuss my ideas presented below, work with me on any of these challenges, or simply tell me that what I am sketching out below is not really as challenging as I think it is and that robust answers/solutions are indeed already available (please do share them with me and excuse me for my ignorance).
My four areas of interest are (1) understanding change in societies from a complex systems perspective and in particular how to promote a more sustainable way of living, (2) developing an integrated approach to performance management, accountability and learning for teams and organisations engaging in complex change, (3) achieving systemic change through economic development initiatives, and (4) engaging more in the area I live in – the North East of England. Some of these areas are more concrete and tangible in terms of potential outputs and activities. I will now describe each of them in turn in more detail. Continue reading →