From 13-15 December 2019 Bristol Leadership and Change Centre hosted the 18th International Studying Leadership Conference, which was attended by around 140 delegates from 13 different countries.
The conference featured three keynote addresses (Prof Peter Case from UWE, Prof Sonia Ospina from the NYU Wagner Graduate School of Public Service, and Prof Elena Antonacopoulou from the University of Liverpool), a panel discussion at City Hall (chaired by Prof Robin Hambleton with contributions from Mayor Marvin Rees, Kalpna Woolf and Andy Street), five parallel streams (including almost 90 separate papers) and a gala dinner at the Marriott Royal Hotel on College Green.
Participants have been invited to submit their papers for a special issue of the journal Leadership on the conference theme of ‘Putting leadership in its place’, which will be edited by Neil Sutherland, Gareth Edwards, Doris Schedlitzki and Richard Bolden.
“A tale of two cities” – that’s how a colleague described Bristol
when I asked for an introduction. There’s
something ominous about the image of parallel universes inhabiting the same space.
In the Charles Dickens novel, the two cities are Paris and London in the late
1700s as social order breaks down under the burden of inequality and industrial
transformation. The political and industrial revolutions were tipping points
from which unforeseen transformations followed around the world. We may be at a
similar point now, and in April 2020 we will host a one-week ‘Round-Tables for Experienced Managers’
to examine what’s happening at the front line, in the experience of people who
are leading, managing and organising businesses, public services, social
enterprises and cross-sector initiatives.
Participants come from all over the world, with
contributions from world-leading experts including Professor Henry Mintzberg and Professor Jonathan Gosling. In 2020
the RoundTables will be hosted for the first time in Bristol, in partnership
with UWE’s Bristol
Leadership and Change Centre. As well as those lucky enough to take part in
the whole process there are opportunities for local organisations to host short
investigative visits, when they will be subject to curious but friendly
scrutiny – always a source of intriguing insight and provocative questions.
Titled ‘Managing Around the World’, the programme
concentrates on the challenges that each person is facing. In structured, progressive
peer-to-peer exercises we analyse and re-frame those challenges, bringing fresh
insights and broader perspectives. We visit local organisations (in
multi-national teams) and delve into the dynamics of ‘two cities’ Bristol.
The outcomes are likely to be personal and practical for
most people because of the focus on each organisational predicament. Most of
the activities are readily adapted to use in organisational and community
settings. Equally exciting is the opportunity to pool all this experience of
leading, managing and organising towards fresh insights of what’s happening on
the ground, around the world and in Bristol: are we really at a tipping point? Where
are tangible and significant responses to the climate emergency, artificial intelligence,
post-colonialism? What are the most hopeful of these, and what more could each
of us do?
The RoundTables programme has previously inspired
significant projects, such as Professor Peter Case’s work
with front-line health services in Zimbabwe, Namibia and Eswatini. Eliminating
malaria is a real possibility after years of successful control; but success
depends on active intervention on a case-by-case basis. This in turn relies on
local knowledge, resourcefulness and cooperation across health and community
activists, and on the ability to invent customised responses in unpredictable
and complex environments. Because ‘Managing around the world’ combines systemic
perspectives with focused attention to each actual challenge, and does so with
the front-line people involved, it has been a means for organisational
re-invention – in humble, particular, humane ways, and demonstrably effective. In
fact the model developed in Zimbabwe has now been adapted again to support the
integrated care process in several parts of the NHS.
But back to Bristol – can this one-week programme be an
effective catalyst for the ‘two cities’, and for the way we organise, lead and
manage? A catalyst is a temporary architecture that enables new realities to
emerge. That’s our aim for ‘Managing Around the World’, which will take place
at the MShed on Bristol’s historic harbourside from 26th April to 1st
As the local host, we pleased to invite current and former
students of UWE, Bristol and members of our networks to join the programme at a
discounted rate, or to accommodate visits from the programme participants. The
programme will be co-directed by Anita Gulati, a
long-term associate of UWE and lead for the Bristol Leadership Challenge
programme delivered across the city in 2017-18.
To find out more about the RoundTables and register your
interest please contact Lucy
Wilson at UWE and visit the programme website here.
Senior Lecturer in Strategy and Enterprise, Pam Seanor recently hosted a workshop for NMI, a payment solution company, in Lego ® Serious Play®. Read her account below:
Written by Pam Seanor
Between practice and theorising
Serious-playing with Jayne Purcell, Service designer, we facilitated a day workshop with NMI – “You’ve probably used NMI’s software when booking a train ticket, paying for parking, ordering a burger or most recently making a contactless charity donation, without realising it! NMI develops the most trusted payment software for mobile, online, and in-store payments that is relied on and used by millions of people worldwide, 24 hours a day, 365 days a year” ( https://bristolcalling.com/company/nmi/ ).
As such, the organisation has explicit creative processes and outputs that come together worked on by differing teams. Further, NMI have recently been engaged in a merger and are now part of global organisation with offices in Chicago, IL, New York, NY and Salt Lake City, UT. The Bristol office wanted to try out LEGO® SERIOUS PLAY® with the intention to come together over their working within a changing work culture, how they work and how they are going forward as the organisation grows.
We created a space to exchange ideas and develop awareness of differing perspectives and complex themes that encompass social aspects of group practices and activities aiming to reach out to the members of the organisation (Nicolini & Monteiro 2017). Based this encounter, we address the following applying a practice-based approach to entrepreneurship (Nicolini 2012) in part using Lego bricks to play seriously and in part to reveal collective critical reflection.
LEGO® SERIOUS PLAY® (LSP) is a process underpinned by theorizing and
there is increased interest of how academics are using it and more widely
serious play with a purpose (Statler et al. 2011). For instance, Gauntlett
(2015) stated “it is a playful method of differing applications to help
gain insights in to personal and collective understanding of a problem as well
as imagine possible futures”. The process has common ground rules/ etiquette: posing
the question – the purpose of the workshop; constructing models; sharing and
listening to others; reflecting (White paper on LEGO® SERIOUS PLAY® 2013). Both Jayne and I are trained LEGO® SERIOUS
PLAY® facilitators. Where Jayne has been a Certified facilitator for a decade, I became an LSP facilitator in January. We have been
collaborating to devise skills workshops and structured tasks and prompts for
learning ePortfolios in my enterprise & entrepreneurship modules with
undergraduates – so I had been practicing playing with Lego with large numbers
of students. Even so,
it was a little daunting taking a low-tech tool like Lego to a creative/high
tech organization, including members of the Chicago office who travelled over.
And, as a critical researcher I want to
speak to how challenge is a central part an LSP workshop. Statler et al. (2011)
noted the paradox of serious play as a process of working through paradoxes
rather than removing all tensions and contradictions that arise in everyday
work practices. On the one hand, I am really interested in working with
organization to create “other” spaces for play (Hjorth 2004), on the other hand
I am hesitant to promote play as an outcome similar to how organizations like
Google seem to be using it managerially to keep people at work to be more
productive (Ashton & Giddings 2018). However, as a facilitator, my role is
not to intervene, nor to promise participants specific organizational outcomes
from the workshop.
It was not possible for all members of NMI to take part; the workshop was 5 groups of 10 participants at each table. These groups were arranged by a member of the NMI team as they often work together on projects in the organisation.
The workshop offered an opportunity to engage in play activities that they would not normally do in work and differing types of social encounters (e.g. to the worst holiday model build we had one participant share a poem of this family holiday – An ode to a dead cat).
We had initially intended to move members of teams around during the day; however, we felt some flexibility was needed and discussed this with the organiser and chose to keep within teams to better draw people out. After the morning practising how to play the LEGO® SERIOUS PLAY® way, the afternoon was focused on play and “the spirit in which we do what we do, the feel of the team”.
Taking care not to include any people in these images, photographs were taken of models metaphorically representing some of the real-world concerns about working at NMI. The focus is the model. Each post-it note is a few words to describe the key point of their model. Prior to the photos being taken by one of the members of the NMI team, permission was asked to use them in this blog.
Anyone not wishing to be included was asked to speak with one of us as facilitators. And, the draft of this blog was sent for approval prior to circulating. In the spirit of participants telling their own stories, rather than me as a researcher crafting the narrative, the following are examples of differing metaphors to represent their ideas.
Before, I want to highlight that we offered a day for the workshop 9.30AM – 4PM to give participants the opportunity to get used to playing and to play. Even with this time, we could not cover all that we hoped, and we agreed with the organiser that this was a useful starting point from which he could take forward ideas emerging.
WELCOME – A model of feeling welcomed – a few participants newly joined the team – of the team engaged in their open plan office and sitting with their computer screens in front of them and of taking the time to be welcoming.
BRISTOL FOOD & DRINK – This model depicts the area near the office. The location is in the harbourside reflected with the bridge and one of the harbourside cranes created to show the value of being able to go out for coffee/lunch in these areas and of the value of regularly seeing sea birds (and of socialising after work).
COMPASSION – this model holds 2 key metaphors, the rainbow towers and the ladder above as bridging together the organisation. This also reflected other models that were of diversity and balance and valuing members of the team – here represented by many mini figures.
KNOWLEDGE & WISDOM – A concern of change for one was nurturing and maintaining the knowledge and wisdom shared by people who have long worked in the organisation represented by this tower/library build.
At the end of the afternoon, every shared model was placed and presented first one, then the next, and then next, on an empty table and briefly explained by a member of the team creating it. All participants were asked to gather round the table, to listen and once every model had been presented to have a look round. This process was to allow space for all ideas to be heard. These models can be seen in the link, motion image of the shared models created by all of the teams.
Learning -awareness- collective reflecting
and Tuckermann (2019) noted “Although scholars have begun theorising the social
notion of collective reflection in organisations, empirical studies
illustrating these often-neat theoretical conceptualisations are still rare”. Through
the use of Lego, as above, a few common themes were raised and heard – one of
the members of the Chicago office commented that she had no idea people felt
these ways. Feedback after the workshop was generally positive (NMI created a
quick and dirty survey to capture participant views).
did not assume that collective reflecting would only occur on the day. Instead,
that it would be ongoing to improve organizing at NMI. Rather than my words, I
offer an email from one of the management team who organized the day of
listening to the messages from the day and reflecting afterwards –
As such, NMI are not only seeking new location and also creating “other spaces” for play. Too, we are discussing the possibility of further serious play sessions for other members of the organisation. One aspect that somehow escaped mention in planning conversations and a meeting before the workshop was of the intended move of the office location. In hindsight we might have built more in to the intention of the day in this seemingly contradictory objective of a move and of the challenge of creating an “other” space.
This blog has been written to grapple with the paradox that Matt Statler and his colleagues speak of in serious play that might bridge between theory and practice and to provide a point of contact for future research of how we might make the challenges in theorising of serious play and collective reflection more useful for practitioners, and what we as academics might learn from practitioners. If you are interested in discussing these ideas of how serious play might contribute to critical approaches to organisation studies and/or creativity throughout the organisation to address challenges as part of the stream of entrepreneurship as practice, please contact Pam Seanor – firstname.lastname@example.org
Thanks to Nigel and Emily for the use
of his photographs and for inviting us to work with you and members of the team
at NMI Bristol.
Senior Lecturer in Organisation Studies, Dr Jenna Pandeli was invited to take part in a panel discussion on the BBC world service podcast ‘In The Balance’.
Alongside Nila Bala and Chandra Bozelko, both prison reform advocates from the US, they discuss global prison labour and its exploitative potential as well as offering potential solutions to develop prison labour into something that is rehabilitative and better for society.
On Tuesday 25 June Bristol Business School hosted the ‘Unlocking Performance through Employee Engagement Conference’ in collaboration with Engage for Success, CITB and ILM. This was the first Engage for Success conference hosted outside of London, and it was fantastic to hold it here at UWE Bristol welcoming over 170 external delegates to the Business School.
The main theme of the event was around harnessing the skills of people and resources to reach new levels of engagement to boost productivity and save costs. There was also a focus on creating and sustaining employee engagement during challenging times, and with limited budgets, as often experienced by SMEs.
The event was chaired by Dr. Gareth Edwards, Associate Professor of Leadership Development at UWE Bristol, whilst Noordin Shehabuddeen, Director of Bristol Business Engagement Centre at UWE Bristol, welcomed the delegates, who came from a variety of professions from within the South West including the construction industry, accounting and finance, and local government.
The conference was treated to some excellent keynote speakers focusing on the necessity for employee engagement now more than ever, to case studies from baby food manufacturer Ella’s Kitchen to Wilmott Dixon, a local construction company, who were recently ranked the 4th Best Company to work for by the Sunday Times.
There then followed a series of interactive workshops led by invited guests who are also ambassadors for Engage for Success, and a rather intriguing energiser event led by the Creator of Joy at Inspire me, who was able to create a credible rock choral version of ‘Aint No Mountain High Enough’ in just 20 mins – definitely an occasion which you had to be part of to actually believe.
The event concluded with a keynote address from Andrew Sandiford, Managing Partner of local accountancy firm Bishop Fleming, followed by a panel discussion to answer questions submitted by the delegates throughout the day. It was evident that employee engagement is everyone’s responsibility, and many of the questions centered on how to do this if given little or no budget, as well as strategies as to how to gain support from the cynics and buy-in from senior management. Support was certainly gained by everyone present, and we were delighted to have hosted such a fantastic event.
Guest blog post from Berrbizne Urzelai Lopez De Aberasturi, Lecturer and Team Coach Team Entrepreneurship
I am part of the Organizing and Scientific Committee of Clustering: International Conference on Clusters and Industrial Districts. This year we organized the 4th edition of the conference in the faculty of Economics of the University of Valencia, Spain (23th-24th May).
The event includes a variety of activities around local contexts and globalization, the phenomenon of geographical agglomerations of companies and individuals, and organizational models such as industrial districts and clusters. One of the differentiating elements of this conference is its interdisciplinary nature. It focuses on clusters but from very different perspectives (economy, marketing, history, geography, internationalization, sociology, etc.).
This year the conference included Pre-conference activities, Roundtables, Conferences, Doctoral Workshop and Parallel Sessions, and gathered 100 participants from 20 countries. In this edition, we were especially interested in work that focused on the Human and Relational Resources of the territory. The different papers presented intended to show that, in a globalized and virtually interconnected world, clusters and people are determinants to explain the heterogeneity observed in the growth of companies and regions.
On 24th of May I presented my paper “Managerial perceptions on the value of Country-of-Origin Clusters” in a parallel session around Multinational Companies, and Global Value chains. After my presentation I was a speaker in a roundtable around “remote workforce connected and sharing knowledge”, along with Barbara Covarrubias (University of Applied Sciences, Vienna, Austria) and Alejandro Sanchez Cuenca (Deputy Head of Arcelor-Mittal). The session was chaired by Lourdes Canós-Darós (Polytechnic University of Valencia).
I was invited as a keynote speaker in the VI International Conference of MOTIVA (28-30th May). This year, it is the 20th anniversary of MOTIVA, and the focus of the conference was on young Enterprises and the role of universities in promoting this. There were 42 papers presented, and 100 participants from 12 countries.
MOTIVA is a Spanish and Latin American network of academics that want to promote entrepreneurship and enterprises that contribute to the social welfare in those countries. It was created in 1999 and now it gathers academics from various countries: Costa Rica, Mexico, Ecuador, Colombia, Venezuela, Argentina, Chile and Spain. This network aims to:
Promote an entrepreneurial culture
Organize international gatherings and conferences
Share and transfer entrepreneurial projects and successful cases
Develop teaching methodologies and resources around the creation of enterprises and entrepreneurship.
My presentation was on 29th (11.30-13.00) and the title was “Experiential learning: Team Entrepreneurship”, as it was focused on teaching experiences, practices and methodologies. I talked about Team Academy, our TE course in UWE, and the fundaments and pedagogy behind our teaching and learning philosophy. The session was chaired by Marisa Quintanilla (UVocupació, UV, Spain).
We are delighted to share with you the Bristol
Leadership and Change Centre Annual Review 2018-19.
This annual review has been compiled to give
an insight into some of the key projects we have been involved in over the past
12 months, as well as new and emerging initiatives. Find out more about
the events we run here at UWE Bristol Business School, some exciting
conferences taking place later this year and our latest publications.
As ever, there is always much more that could be said but hopefully this will encourage you to find out more.
Applied research and external engagement
Leadership and followership in a complex and changing world
Building Leadership for Inclusion
The Transforming Construction Working Group (TCWG)
Cultures of leading and organising
Assembling life in the Borderlands
Post Occupancy Evaluation of the Bristol Business School Building
Behaviour change and social influence
‘Revaluating’ Physical Activity in Schools
Taking forward Wheels, Skills and Thrills
End of life care and advanced care planning
Leadership and organisational learning and development
Empowering entrepreneurship of prisoners
Organization Development for Malaria Elimination
The Bristol Leadership Challenge
Leadership for Improving Frontline Talent
Teaching and Learning
Leadership and management courses
Leadership and Management Degree Apprenticeships
Seminars and events
Developing Leadership Capacity Conference
Becoming enterprising: a collaborative workshop
Coming up in June 2019- Unlocking Performance through Employee Engagement
The 18th International Studying Leadership Conference- December 2019
Studying Leadership -Traditional and Critical Approaches (Second edition)