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Avoiding challenge: A strategy for organisational change
Have you ever wondered as a manager or worker what the best way is to avoid having your ideas challenged? Tired of trying to make organisational changes and having those changes called into question. Fed up with trying to instigate something only for someone else to be less than keen. Had enough of trying to do things that will promote your ambitions only to be thwarted by others that just have to add their two pennorth in? Annoyed at extra work being created for you because of a lack of acceptance of your ideas? Are you fed up with the ‘nay sayers’? The answer is simple… don’t communicate anything, just make the changes, and wait for yet another calamity.
The above of course is somewhat tongue in cheek and I am reminded of working with some consultants several years ago (you know the ones; steal your watch to tell you the time). I jest, as they had some sage advice on change management. Two things that come to mind: If you think you have communicated enough about change, you haven’t; communicate more. And find the person or group that needs convincing and work with them, it’s the ‘nay sayers’ that need to be convinced, not the ‘yay sayers’. They are far more valuable to your organisation than those that say ‘yes’.
What we were talking about was major organisational change, but even small changes can have a major impact on a workforce. In our own organisation a recent staff survey suggested that ‘Over 50% of respondents considered that consultation about change at work is poor’. That of course relates to previous iterations of change and a new management team would hope to address the issues. However, in doing so there is a need for organisational change.
I’ve had recent experience of being told that something was happening because someone, in agreement with someone else, thought it was a good idea. It promotes their department, showing them in a good light; they took the idea to a meeting and lo and behold, it is agreed. No consultation with those that need to implement the idea, which may be good or bad, who knows. The point being that it is not just change brought about by managers without consultation that causes annoyance, anxiety and stress, it is those daily working practices of people in the organisation that fear challenge of their ideas. Changes are often made with the best of intentions. Sometimes those intentions are to alleviate burgeoning workloads within a department, sometimes to promote the organisation or individuals or to lighten the burden on students, for example. Often, there is consultation, but it is consultation with the wrong people, consultation with the ‘yay sayers’ and those that have little idea about the impact of the change (for the best will in the world, managers can’t know every detail of the work carried out by their staff). Such consultation avoids scrutiny but provides a thin veneer of respectability. Time and again we see staff queuing up to join consultative groups, but how many of these do so with a view to providing a real critique? Take the idea to a management meeting, get it agreed and there you are, its done. If asked about consultation, then the answer is ‘yes of course we did’. The problem is nobody asks the question ‘who exactly did you consult with’?
It will take a huge shift in organisational culture to get the ‘nay sayers’ to volunteer for consultative exercises. They need convincing that their voice is valued and yet they are a valuable asset. Challenge and scrutiny are healthy and help to mitigate unwanted and unintended consequences.
There is nothing worse than having it done to you when it could so easily have been a case of having it done with you. Next time you think about changing something, don’t assume you know best, by doing so you demonstrate how little you value others.
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“Quelle surprise” – another fine mess
The recent HMICFRS publication An inspection of vetting misconduct and misogyny in the police service makes difficult reading for those of us that have or have had any involvement in the police service in England and Wales. Of course, this is not the first such report and I dare say it will not be the last. There is enough evidence both academic and during the course of numerous inquiries to suggest that there is institutional corruption of all sorts in the police service, coupled with prevailing racist and misogynistic attitudes. Hardly a surprise then that public confidence is at an all-time low.
As with so many reports and associated inquiries, the finger of blame is pointed at the institution or individuals within it. The failings are organisational failings or departmental or individual. I cast my mind back to those inquiries into the failings of social services or the failings of NHS trusts or the failings of the Fire and Rescue service or any other public body, all the fault of the organisation itself or individuals within it. Too many inquiries and too many failings to count. More often than not the recommendations from these reports and inquiries involve rectifying processes and procedures and increasing training. Rarely if ever do these reports even dare to dip their toe into the murky waters relating to funding. Nobody on these inquiries would have the audacity to suggest that the funding decisions made in the dark corridors of government would later have a significant contribution to the failings of all of these organisations and the individuals within them. Perhaps that’s why those people are chosen to head the inquiries or maybe the funding decisions are long forgotten.
Twenty percent budget cuts in public services in 2010/11 meant that priorities were altered often with catastrophic consequences. But to be honest the problems go much further back than the austerity measures of 2010/11. Successive governments have squeezed public services in the interest of efficiency and effectiveness. The result, neither being achieved, just some tinder box ready to explode into disaster. And yet more hand wringing and finger pointing and costly inquiries.
The problem is not just that the organisations failed or that departments or individuals failed, the problem is that all the failings might have been prevented if there was money available to deliver the service properly in the first place. And to do that, there needs to be enough staff, enough training, and enough equipment. And who is responsible for ensuring that happens?
Now you may say that is all very well but what of the police officers that are racist and misogynistic or corrupt and what of institutional corruption? After all the HMICFRS report is not just about vetting procedures but about the attitudes and behaviours of staff. A good point but let me point you to the behaviour of government, not just this government but preceding governments as well. The expenses scandal, the bullying allegations, the improper behaviour in parliament, the complete disregard for the ethics or for that matter, common decency. And what of those successive budget cuts and lack of willingness to address very real issues faced by staff in the organisations.
Let me also point you to the behaviour of the general public from whom the police officers are recruited. A society where parents that attend children’s football matches and hurl abuse at the referee and linesmen, even threatening to see them in the car park after the match. Not a one off but from recent reports a weekly occurrence and worse. A society now where staff in shops are advised not to challenge shoplifters in fear of their own safety. A society where there is a complete disregard for the law by many on a daily basis, including those that consider themselves law abiding citizens. A society where individuals blame everyone else, always in need of some scapegoat somewhere. A society where individuals know individually and collectively how they want others to behave but don’t know or disregard how they should behave.
I’m not surprised by the recent reports into policing and other services, saddened but not surprised. I’m not naïve enough to think that society was really any better at some distant time in the past, in fact there were some periods where it was definitely worse and policing of any sort has always been problematic. My fear is we are heading back to the worst times in humanity and these reports far from highlighting just an organisational problem are shining a floodlight on a societal one. But it suits everyone to confine the focus to the failings of organisations and the individuals within them. Not my fault, not my responsibility it’s the others not me, quelle surprise.
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Organisational reputation: A euphemism for institutional corruption and violence
The Independent Inquiry into Child Sexual Abuse published a damming report regarding child protection in religious organisations and settings. One of the findings was that ‘In many cases, concerns about external involvement are connected to a desire to protect the reputation of a religious organisation’. Of course, there are many other issues highlighted in the report, but I wanted to concentrate on this notion of protecting organisational reputation. When I hear the phrase ‘organisational reputation’ my blood generally runs cold because I know that behind these words lay a multitude of sins.
Companies and public sector bodies have policies that are designed, at least in part to protect organisational reputation. The rationale behind these policies often lacks transparency. It might be that the protection of the organisation’s reputation ensures it maintains its customer or client base, an enhanced reputation sees more customers or clients, a poor reputation might see this dwindle, to the detriment of the organisation and ultimately to the detriment of its employees and owners. It is difficult to recover from a poor reputation and in the case of business, this is sometimes catastrophic.
However, behind the notions of organisational reputation and policies lays a multi-layer of complex organisational and human behaviours which ultimately lead to institutional corruption and violence. Things will go wrong in organisations, whether that be as a result of human behaviour such as poor decision making or illegal activity or as a result of system failure, such as the failure of software or hardware. Any of these failures might harm the reputation of the organisation and herein lies the nub of the matter. When there are failures, because of organisational culture, which often finds its basis in finding someone to blame, there is a propensity to try to keep the issues ‘in house’, to protect the organisation. By doing so, managers and those in charge ensure that they are not scrutinised regarding the failure, be that individual failures, failures of policies or failures of systems and processes. So, the organisational reputation is not necessarily about protecting the organisation, it is more about avoiding scrutiny of those individuals in power. The mention of organisational reputation in policies and processes has another effect, it silences employees. Whistle blowing policies are subjugated to notions of organisational reputation and as a result silence is maintained for fear of some form of informal sanction. The maintenance of silence ensures organisational reputation, but this corruption also ensures continued institutional violence and corrupt practices. The longer it continues the more those in power have a vested interest in ensuring that the issues are not addressed, lest they are uncovered as offenders through their inaction. ‘We are all in this together’ takes on a new meaning. Thus, corrupt or criminal practices simply continue.
And if the wrongdoing is uncovered, becomes public, then the first reaction is to find a scapegoat thus avoiding the scrutiny of those in power. Rarely in these inquiries do we find that those put in the dock are the managing directors, the chief constables, the heads of children’s services, the archbishops or politicians. Rarely do we see those that caused the problem through inadequate or unworkable policies or strategies or working conditions are ever brought to book. Often its simply portrayed as one or two bad apples in the organisation. Thus, organisational reputation is maintained by further institutional violence perpetrated against the employee. That is not to say that in some cases, the employee should not be brought to book, but rarely should they be standing in the dock on their own.
For ‘organisational reputation, just read institutional corruption and violence.
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Reality and the fairy tale world of policy and procedures
In the concept of managerialism, we see that both policy and procedures form part of the techniques employed to enhance productivity and cultural changes. These changes use a ‘calculative and rationalistic knowledge base’ which appears both ‘universalistic’, and [at first sight] ‘seems entirely good sense’ (Gilling, 2014:82).
However, this knowledge base is far from universalistic and to the ‘street level bureaucrat’ (Lipsky, 1980) often falls little short of complete naivety. Lipsky (2010) provides a valuable insight into how individuals in public service adapt unworkable policies and procedures as the idealistic meets the reality of overstretched resources and ever demanding and needy consumers of services.
Whilst both working in and studying the police as an organisation subjected to and adopting managerialist policies, I witnessed the nonsensical notions of measuring activities and the subjugation of professionalism to management ideals (Hallam, 2009). Perhaps, there could be no better example than the measurement of the length of time a call handler spent dealing with a call. This derived from the need to answer calls within a target time period. It all made sense until you begin to take into account reality – the lack of resources and the nature of calls which demanded that on some occasions operators ought to spend far longer on the phone to deal with more protracted matters, such as someone in crises who really needed help and a comforting voice whilst someone was on their way. The result of the measurements was often counterproductive, officers being sent to incidents that amounted to little more than a waste of time, ‘My Jimmy is missing and I haven’t seen him for three days’ – when the officers turn up, Jimmy turns out to be a cat or, officers being sent to locations where information regarding the incident is scant because little time has been spent on the phone to get sufficient details. In the clinical world of the policy maker, there are ideal call takers, those that have knowledge about every eventuality, and ideal call makers, those that are precise, unemotional and to the point. Nothing of course could be further from reality.
Disappointingly, I find little solace in academia. Policy and procedures abound. Teaching styles are based, not on the nuances of student types but on the ideal student. The student that has the requisite skills to read and write and think critically. The student that is always engaged and always turns up and above all else, teaching is based on idealistic (see Morse and Lewis for tutorial sizes) small student classes. Policies that are well meaning such as catering for additional needs, become unworkable in an environment where class sizes and teaching demands outstrip available resources. Like the call handler, for the lecturer, it becomes impossible to cater for those that need more attention and time. And like the call handler, lecturers are subjected to managerialist idealistic measurements of success and failure. I once heard of a manager that referred to academics as ‘slackademics’, I think is probably just an indication of how far removed from reality managers are. There are two worlds in organisations that provide a service to the public, one is based on reality the other, a fairy tale world of policies and procedures based on the ideal.
References
Gilling, D. (2014) Reforming police governance in England and Wales: managerialisation and the politics of organisational regime Change, Policing and Society, 24 (1): 81-101.
Lipsky, M. (2010) Street-Level Bureaucracy: Dilemmas of the Individual in Public Services. New York: Russell Sage Foundation.
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How to prepare for a year in University
In our society consumerism seems to rain supreme. We can buy stuff to make us feel better and we can buy more stuff to express our feeling to others and mark almost most events around us. Retail and especially all the shops have long been aware of this and so they have developed their seasonal material. These seasonal promotions may have become consumer events now although they do signify something incredibly important to culture and our collective consciousness. There is time for Christmas decorations and festive foods, Easter time and chocolate eggs, mother’s day and nauseating cards father’s day for equally grinchworthy cards. There is valentine’s day to say I love you in full fat chocolates, Halloween to give little kids rotten teeth and a red poppy to remember some of our dead. To those add the summer season with the disposable BBQs and of course the back to school season!
The back to school is one of the interesting ones. Geared to prepare pupils and parents for going back to school and plan ahead. From ordering the uniforms to getting all the stationery and books required. I remember this time of the year with some rather mixed emotions. It was the end of my summer holidays, but it was also the time to get back to school. Until one day I finished school and I went to university. Education is seen as part of a continuous process that we are actively involved from the first day at school to the last day in high school and more recently for more people also involve the first day of going to university. Every year is more challenging than the next, but we move up and continue. For those of us who enjoy education we continue the journey further to further or high education.
There is something to said about the preparation process coming to University; it is interesting seeing advertisements on education this time of the year on the tv and social media promoting stuff for this transition; from the got to have smartphone to the best laptop, the fastest printer scanner all in one thingy to the greatest sound system and many more stuff that would get you ready for the year ahead. Do they really help us out and if not, what do we got to do to prepare for coming to university?
Unfortunately, there is no standard formula here but there is a reason for that. Higher education is adult education. This is the first time in our educational journey that we are sitting firmly on the driving seat. We choose to study (or ought to) what we wish to study. It is an incredibly liberating process to have choice. This however is only the beginning. We make plans of our time. In higher education the bulk of the time required is independent study, and as such we got to negotiate how we will plan our time. We got to decide which reading we are going to do first which notes to read what seminar we shall prepare and what assignment we will make a draft of.
There will be days spent in the library looking for a book, days in a coffee shop talking to fellow students about the seminar reading, days in the learning hub working on an assignment. There are highs, lows and everything in between. But regardless of the emotion at every stage thee will be a sense of ownership of knowledge.
In the first couple of sessions, the bulk of the students keep quiet expecting the correct answer to be given. One interpretation or one truth that describes all. It takes a few times before the realisation emerges that the way we analyse, and project knowledge can be different provided we go through the same processes of scrutiny and analysis. Then conversation emerges and the more reading the better the quality of the ideas that shall emerge.
The first year at University is definitely a declaration of independence and the realisation that we all have a voice. Getting on to the road on empowerment. This is a long journey, and on occasions arduous but incredibly rewarding because it leads to an insight greater than before that removes ignorance and lifts the veil of the unfamiliar.
To our newest students – Welcome to the University and to our returning 2 and 3 years – Welcome back!
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The Unbreakable Bond of Criminology
Every student has a different experience in their studies, be it through what they have studied, who they studied with or even where they studied. “Team Cops and Robbers” studied the same degree, the same modules at UON, yet we had different experiences. However what we share (and are all very fond of) is how positive the experience was, tackling the stresses (and joys) of the degree as a trio. We each offer a brief overview of our experience as a member of “Team Cops and Robbers”, who graduated in 2015 and still remain very involved in each other’s lives…
Jes: I was a late comer to Team Cops and Robbers, as Emma and Leona had already bonded without me (rude I know!). We were thrown together in Drew’s 2nd year History module, where there were only a few Crim students – so they didn’t get much of a choice with regards to me joining, the then, duo. And the rest as they say is history! What stemmed from there is quite remarkable; we all had own our strengths when it came to Crim. My recollection is Emma knew everything about everything, Leona kept us all motivated and on top of our seminar preparation and I kept us glued to the library and bossed us around -especially with group work (my car Geoffrey was an unofficial member of the gang taking us to and from Park campus). Although we took the same modules, due to our differing interests, we all did different assignment questions and had very different ways of writing and tackling assessments. In my third year, I distinctly remember Emma and Leona reminding me to take time to myself and to not live 24/7 in the library; and had they not been there to encourage me to breathe, it is likely I would have burned out! They were not afraid to question my views, or understanding, or challenge my bossy attitude when it came to group work, for which I am very grateful! And still today, even though we are no longer studying together, they keep me motivated with the MSc, sending me motivational gifts as a reminder that even though they are not studying with me, I am not alone! My academic journey would have been very different had it not been for our trio, and likely would not have been as successful.
Leona: Sometimes being in class with friends can be detrimental as you end up spending so much time having fun, you end up forgetting the work side of uni. However when you meet friends who are so determined to do well and hard-working, it can really motivate you to push yourself. Myself, Jes and Emma became a power trio; encouraging each other, motivating each other and always making sure we were working together for group projects. We are all completely different when it comes to learning but I think these differences really helped us. Learning from them really helped me to improve my own standard of work, and having the girls’ input and guidance throughout, really encouraged me and helped me gain confidence in my own voice. Plus it made doing all the studying we did much more bearable. I’m sure sometimes it took us longer to get through everything as we would be half working, half chatting, but as a trio it meant we could help each other if we got stuck or go for coffee breaks if we were bored or unmotivated. Having Jes and Emma there with me meant there was always someone there to go through notes with, always someone to explain something in a different way if I didn’t fully understand something, always someone to motivate me when I was exhausted and didn’t feel like working any more. It meant that my viewpoint expanded as I learned from their experiences and that once we had all finished writing our essays we could share them with each other to check, critique and make suggestions for improvement. But more than all that, it meant there was always someone there to help you balance the workload, someone to tell you when to take a break, and to “day drink” in the SU, explore winter wonderland, or have a Disney film day. During my time at uni these girls inspired me to work harder, and to really challenge myself to improve on everything I was doing. Without them there to encourage me and spur me on, I don’t think I would have come out with the grade I did, and I am certain that my uni experience wouldn’t have been half as memorable.
Emma: Meeting Jes and Leona was one of the best things about university. Not just because they are now two very dear friends of mine, but because we were vital to each other’s sanity at uni. I met Leona first in welcome week with a very interesting exchange asking if I was at the right seminar and proceeding to tell her my name, that I was from the south west and that I liked reading about serial killers. Leona reciprocated with the main difference being that she was from the north and from there our friendship blossomed. Jes was some girl who sat with another group of people. It wasn’t until 2nd year that Jes really came into our friendship group and “Cops and Robbers” was formed. We all had strengths and weaknesses that helped us when it came to group work. Jes was always super, super organised, having her essays completed with weeks to go. Leona was always bubbly and would follow Jes with completing her essay with time to spare. Me… I would research and collect quotes and references and then write my essays with 48-24hrs to go, as I liked the time pressure. This changed in my 3rd year though as being around Leona and Jes, they moulded me and proof read my concepts and challenged me back on things. Any time we had group work, I knew we would do well because as a trio we kicked ass! We did not always have the same views in our seminars and would often debate but we would always leave as friends. Best advice for getting through university sane, is to find people who are fun, you get on with and drive you to be the best.
Hopefully what is clear from each of our perspectives is how important we were to keeping each other (relatively) sane! Your friendship groups during your studies are essential to keeping you happy, but also keeping you motivated! Whilst it is independent studies, and at the end of the day is YOUR degree; the input from friends and family will shape your own ability and attitude. If you find the right group, hopefully you will find that they push you, support you and challenge you!
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New Year Organisation
Starting the year with a light-hearted post. My original post was going to be on a much more serious legal issue, but I’ll save that for later in the year! As the new year starts, I must say I’m not one for resolutions, but I do try to make sure that I start off on the right foot in regard to organisation of my professional and personal life.
For my professional life I am a fan of calendars and notebooks. I am a visual person and I need to write everything down otherwise I become stressed trying to remember everything I am supposed to do. I have three notebooks and yes, I am unapologetically a Harry Potter fan if you couldn’t tell. First is for my research projects, notes from meetings and training, and general planning. Second is for notes from academic podcasts that I listen to and reflect on. Third is my organiser for the year – need to know where I am week to week! While I do use technology for scheduling, I have returned to having a paper backup. (As a public service announcement make sure to back up your phone, do it today, right now. My phone completely died on Christmas Day and my last back up was July 2018). In addition, I use a wall calendar to track everything.
For my personal life being minimalistic is important to me and not feeling cluttered as I feel this impacts on my productivity. Moving overseas was a big help in letting go of items which I felt obligated to hold onto. When you know that each box you are shipping overseas is going to cost you approximately AUD$80 it definitely makes you think about what is important to you. Between my partner and I, we ended up with eight boxes. We donated, gifted, sold and threw out so much stuff. Even since moving a year ago I still go through items a couple of times a year.
It is important to start small and deal with each task at a time, otherwise it can be overwhelming. To help motivate me I follow professional organisers on Instagram, listen to the Minimalists podcast, and watch organisation programs on Netflix like the new Tidying up with Marie Kondo (love a good before and after shot). Watching other people go through the decision-making process makes me realise how much obligation is felt when holding onto things. In the end it is just stuff. While I have been able to minimise a lot of my possession – I still only have one suitcase of clothes. It doesn’t mean I have to get rid of everything I am not this way with books, I believe I will soon be able to build a fortress.
Resources
Academic Podcasts
- Research in Action – Dr Katie Linder
- Recommend looking at Dr Katie Linder’s websiteas she has a number of other podcasts on academic life
- Topcast: The Teaching Online Podcast – Dr Tom Cavanagh and Dr Kelvin Thompson
Organisation Podcast and Program
- The Minimalists
- Tidying up with Marie Kondo on Netflix
Thoughts from the criminology team 