Dr Jenna Pandeli shortlisted for SAGE Prize for Innovation & Excellence 2020

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We are delighted to announce that Senior Lecturer in Organisation Studies, Dr Jenna Pandeli, along with co-authors Michael Marinetto and Jean Jenkins, has been nominated for the SAGE Prize for Innovation and Excellence 2020 for their paper ‘Captives in Cycles of Invisibility? Prisoners’ Work for the Private Sector’.

The SAGE Prize for Innovation and Excellence is awarded annually to one paper in each of the BSA’s prestigious journals: Cultural Sociology, Sociological Research Online, Sociology and Work, Employment and Society. The prize will be awarded to the paper published in the previous year’s volume judged to represent innovation or excellence in the field.

Dr Pandeli’s article critiques a case of modern prison-labour by exploring prisoners’ attitudes towards the prison-work they undertake while incarcerated. The study is based at a privatised male prison in the UK, assigned the pseudonym ‘Bridgeville’. Bridgeville contracts with private-sector firms in providing market-focused prison-work – so-called real work – for inmates in some of its workshops. In exploring prisoners’ perceptions of this privatised prison-work, it is found that it mainly comprises mundane, low-skilled activities typical of informalised, poor-quality jobs that are socially, legally and economically devalued and categorised as forms of ‘invisible work’. At Bridgeville, such privatised prison-work largely fails in engaging or upskilling inmates, leaving them pessimistic about its value as preparation for employment post-release. Its rehabilitative credentials are therefore questioned. The article contributes to the debate around invisible work more generally by problematising this example of excluded work and the cycle of disadvantage that underpins it.

Read the full paper here

The completion of ‘Captives in Cycles of Invisibility? Prisoners’ Work for the Private Sector’ followed a recent blog post for the American Sociological Association. The blog piece is a condensed article of Dr Pandeli’s paper published in Work Employment and Society. The research discussed in this blog post is based on a study conducted in the UK and is particularly pertinent in helping to understand the reasoning behind one of the largest prison strikes in US history last summer, where prisoners undertook nineteen days of peaceful protest. At the heart of this protest was a demonstration against imposed prison labour and the disturbingly low wages that accompany such work.

This approach to prison work, an approach where profit is becoming more prevalent and private organisations are becoming more and more involved in the prison system, is not isolated to the US. It is no surprise then, that as part of the UK Government’s ‘rehabilitative revolution’, a focus on work inside prison has been embraced. However, the rehabilitative potential of prison labour is dependent on its design. Given that it is situated within an institution that is in a constant state of conflict between punishment, rehabilitation and increasingly profit, its status is contested. The research explores how prisoners experience their prison labour, specifically, that done for private firms inside the prison system.

Read full blog post here

Continuing on this topic, you can also listen to Dr Pandeli in part of 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. 

You can listen again to the podcast here

Leadership, Complexity and Change: Learning from the Covid-19 pandemic

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Guest blog: Richard Bolden, Professor of Leadership and Management and Director of the Bristol Leadership and Change Centre

What a difference a few days make… Perhaps it’s the sunny Spring days after a long, wet winter; the dog walks spent chatting with teenagers who would normally be off at school; the unexpected free space in my diary with no expectation that I should be in the office; or because so much of what we take for granted has changed so suddenly.

At the time of writing we are in the fourth day of the lockdown called by the UK government to slow the spread of the Covid-19 virus. It’s been a tense few weeks as the wave of infections grew ever closer – no longer focussed within a far and distant sounding part of China but causing havoc across Italy, France, Spain, the UK and now it seems, pretty much every part of the world. A quarter of the global population – a staggering 2 billion people – are currently in some form of lockdown, confined to their homes in order to slow the spread of the virus and, in so doing, allow time for governments and health services to prepare for the spike in patient numbers and the inevitable rising death toll.

Almost overnight UWE, Bristol – like universities, schools and colleges around the world – closed its doors and shifted from face-to-face to online delivery. Staff and students have responded with huge adaptability – revising delivery and assessment processes that would have taken months, if not years, through traditional channels. The speed and the scale of changes for organisations in every sector and location are unprecedented. Manufacturers have switched their operations to enable the production of essential items such as ventilators, face masks, hand sanitiser and paracetamol that are now in such high and urgent demand. Governments have drawn up detailed plans to support individuals and organisations at risk of redundancy/bankruptcy – casting aside the usual economic concerns to focus on social priorities such as protecting the vulnerable, supporting those in financial difficulty and strengthening core public services (particularly health and social care). And communities have rallied together in ways not seen since WWII – providing support and reassurance for the elderly and isolated, sacrificing personal liberties for collective benefit and finding new ways to connect, communicate and collaborate.

In the words of the Chinese curse we are indeed living in interesting times (1) – both fraught with risk and opportunity. The turbulence of the last few years has revealed deep divisions within society, as illustrated particularly clearly in the Brexit vote within the UK and Trump presidency in the US. The rise of populism has been associated with scepticism and distrust of experts and evidence, with social media providing the perfect echo chamber for amplifying the polarity of perspectives and questioning the nature of ‘truth’. Differing ideologies and beliefs have been positioned in opposition to one another – them and us, winners and losers, do or die – rather than as an inevitable and desirable characteristic of a diverse and inclusive society, which enables creativity, adaptability and resilience in times of complexity, uncertainty and change.

One of the remarkable consequences of the Coronavirus pandemic has been how quickly it has reset the dial on many of these issues – fostering calls for compassion, solidarity and collective action. At times like this it is our similarities rather than our differences that define us. This is as true for those in positions of power and privilege as those who are marginalised and/or find themselves living in precarity.  We are all susceptible to the virus, all have people we care about who are likely to become very ill or perhaps even die should they catch it, and will all be affected by the economic and social impacts of the outbreak – not just for the months that it lasts but for years to come. The capacity of individuals, families, organisations, communities and nations to weather the storm is not equal, however, with those with least access to financial, emotional and other resources most likely to bear the brunt of the suffering.

An unexpected outcome of Covid-19 is the impact on the environment. The reduction in pollution levels around the world during just the relatively short time in which travel, manufacturing and other environmentally damaging activities have been reduced demonstrates both how directly human activity impacts on the environment and the remarkable ability of the environment, and the animals and plants within it, to recover if given the opportunity. For those who have been calling for a step-change for policy, practice and behaviour towards a more sustainable way of life there is no more compelling evidence of the extent to which this is possible and the environmental benefits it would produce.

For those of us interested in leadership research, education and practice there are many important lessons to take from the current situation. I’m sure everyone will have their own take on events but as a starter for ten here are a few of my own takeaways so far.

  • Shared purpose – after winning a significant majority in the general election of December 2019 Boris Johnson and his government focussed on building a sense of urgency and commitment to ‘getting Brexit done’ that largely entrenched rather than unified opinions around this issue. With Covid-19 the focus has completely shifted to a shared purpose that unites rather than divides individuals and communities. It took a little while to get to this point but, for now at least, the nation is far more unified around a common purpose than it has been for many years.
  • Collective leadership – whilst there is a tendency to equate ‘leadership’ with the traits and behaviours of individual ‘leaders’ the Covid-19 pandemic demonstrates the need for individuals and groups to work concurrently and collaboratively in order to achieve leadership outcomes. In daily news briefings, Prime Minister Johnson and members of the cabinet have stood alongside the Chief Medical Officer and other experts to provide clarity and direction to an uncertain population. Whilst this is perhaps the most visible ‘leadership’ at national level it is abundantly clear that it is dependent on significant acts of leadership elsewhere as well as the active ‘followership’ of those responding to calls for care and consideration.
  • Systems change – the Coronavirus pandemic is an inherently complex problem that requires expertise and effort from multiple domains to make sense of the issues and to mobilise timely and effective responses. The concept of ‘systems leadership’, increasingly advocated within public services, highlights the need to influence and leverage engagement across organisational, professional and other boundaries. Frequently this means needing to lead without formal authority – to work with principles of complexity and systems thinking to initiate new patterns of behaviour that spread from one context to another. It also involves dismantling and rebuilding systems, structures and processes – both physical and psychological – that constrain rather than enable transformation and change.
  • Sensemaking – in times of ambiguity and uncertainty leadership has a key role to play in helping people to make sense of the situation(s) in which they find themselves. The people who will be recognised as ‘leaders’ are those who are able to frame the context in a way that acknowledges the nature and severity of the issue(s), addresses the concerns of their constituents and which provides a degree of clarity about the actions/responses that are required. Within the US Andrew Cuomo, the Governor of New York, has emerged as key national figure in mobilising the response to Coronavirus – providing far greater clarity and direction than Trump and now being mooted as the democratic candidate for the next US election despite not even standing as a nominee.
  • Place based leadership – whilst many national figures have struggled to grapple with the scale and implications of the issues posed by Covid-19 local leaders have often responded far quicker and been more effective at mobilising public, private, voluntary and community groups and organisations to collaborate and respond. Place-based leadership is responsive to the context that surrounds it – drawing together multiple perspectives and expertise to address issues of concern to citizens within a particular locale – and will be essential not only in dealing with the immediate effects of Covid-19 but in the long period of rebuilding and recovery that will follow the pandemic.

These are just a few initial reflections and there is far more that could be said. Looking forward I have no doubt that the Spring of 2020 will be seen as a defining moment in our understanding of and engagement with leadership, complexity and change. I only hope that we learn the lessons and make use of them to create a stronger, healthier, kinder, safer world rather than defaulting back to the divisive and destructive policies, practices and behaviours that preceded the current crisis (2).

Richard Bolden

Bristol Leadership and Change Centre

27 March 2020

Notes

(1) Whilst often presented as the English translation of a traditional Chinese curse the phrase ‘may you live in interesting times’ has rather more recent origins – see https://www.phrases.org.uk/meanings/may-you-live-in-interesting-times.html

(2) Please do share your own reflections and insights by means of the comments box at the end of the post in order to continue the discussion. Further reading and resources linked to the themes raised in this article are given below.

Further reading

Bolden, R. and O’Regan, N. (2016) Digital Disruption and the Future of Leadership: An Interview With Rick Haythornthwaite, Chairman of Centrica and MasterCard, Journal of Management Inquiry, 25(4), 438-446.

Bolden, R. and O’Regan, N. (2018) Leadership and Creativity in Public Services: An Interview With Lord Michael Bichard, Chair of the National Audit Office, Journal of Management Inquiry, 27(1), 45-51.

Bolden, R. and Witzel, M. (2017) Dis-united Kingdom? Leadership at a crossroads. In S. Western and E.J. Garcia (Eds) Global Leadership Perspectives: Insights and Analysis. London: Sage.

Bolden, R. et al. (2011) Exploring Leadership: Individual, organisational and societal perspectives. Oxford: Oxford University Press.

Bolden, R. et al. (2017) Leadership Paradoxes: Rethinking leadership for an uncertain world. London: Routledge.

Bolden, R. et al. (2019) Developing systems leadership in public health: A scoping report. UWE, Bristol on behalf of Public Health England.

Bolden, R. et al. (2020) Mobilizing Change in Public Services: Insights from a Systems Leadership Development Intervention, International Journal of Public Administration, 43(1), 26-36.

Bolden. R. et al., (2019) Inclusion: The DNA of leadership and change. UWE, Bristol on behalf of the NHS Leadership Academy.

Distinguished Professorial Address – Jackie Ford

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Date: Tuesday 24th March 2020

Time: 17:30 – 19:30

Location: Bristol Business School

Bristol Business School will be hosting Jackie Ford from Durham University Business School on 24th March for a Distinguished Professorial Address.  This will be proceeded by a symposium on Collective Leadership.

Many accounts of leadership studies appear to take too lightly, if they treat of it at all, the insecurity, anxiety and ambiguity in the lives of leaders and led (Ford and Harding, 2004; Ford, 2006). Through ignoring these feelings, they actively create such feelings. Leaders are told they should be confident, secure and very clear about what they are doing, and why they are doing it, in all circumstances. This is an impossible feat in practice – who could live up to such a paragon? By failing to achieve an over-ambitious norm, leaders can feel themselves to be failures. But in equal measure, there is a risk that control of work processes and conversations may still be regulated by power elites qua leaders who manipulate organisational discourses through structural and cultural norms that remain embedded in historical traditions. This can in turn have disastrous consequences on followers in organisations – as Jackie will illuminate during her presentation.

Jackie Ford is Professor of Leadership and Organisation Studies at Durham University Business School. She has long-standing frustrations with much research on leadership, especially the absent recognition of power and identities, and through her research she seeks to unsettle dominant understandings. Current interests include critical feminist, psychosocial and interdisciplinary approaches that recognise specific gender, wider diversity and ethical dimensions, and ways in which leadership research and practice impact on working lives.

You can register for the address here.

This Address will be proceeded by and afternoon Symposium:

Searching for the Abominable Snowman: Exploring the Elusive Nature of Collective Leadership

Date: Tuesday 24th March 2020
Time: 14:00 – 16:30
Location:  Frenchay Campus

UWE Bristol: Events Diary – BBS Seminar: Searching for the Abominable Snowman: Exploring the Elusive Nature of Collective Leadership

“Leadership is like the Abominable Snowman, whose footprints are everywhere but who is nowhere to be seen.” (Bennis and Nanus, 1985)

It is 35 years since and Meindl et al. (1985) coined the notion of the “Romance of Leadership” to explain the tendency to over-emphasise the importance of ‘leaders’ in shaping organisational life and accomplishing ‘leadership’ outcomes. Despite a huge expansion of leadership theory, research, practice and development in the intervening years, leadership remains “elusive and enigmatic” – heralded as both the cause of and solution to almost all challenges facing groups, organisations and society.

Since the turn of the millennium, despite growing interest in ‘collective’ forms of leadership, which have helped shift the focus from the traits, characteristics and behaviours of ‘leaders’ to the social processes of ‘leadership’ “we have been unable to generate an understanding of leadership that is both intellectually compelling and emotionally satisfying” (Meindl et al., 1985, p. 78) and the myth of the ‘heroic leader’ continues to dominate mainstream perspectives on leadership.

This symposium includes contributions from a number of scholars who have been actively engaged in scholarship on collective leadership over many years, who will reflect on their insights and experiences to speculate on the potential causes of and responses to the “slippery, shape-shifting” (Ospina et al., 2017: 1) nature of collective leadership.

Following the two presentations participants will be invited to share and reflect on their own experiences of researching, teaching and practicing collective leadership and the implications for future scholarship in this field.
There is no fee for attending this event and participants are warmly invited to stay on for the Distinguished Professorial Address by Professor Jackie Ford later in the day.

Social Constructions of Collective Leadership: The performative nature of empty signifiers

Gareth Edwards – Associate Professor in Leadership Development, UWE, Bristol
Richard Bolden – Professor of Leadership and Management, UWE, Bristo
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This paper uses reflexive conversations to explore how concepts of ‘collective leadership’ have been socially constructed in leadership research and practice over the past twenty years. Particular attention is given to the processes of social constructive-ness through which ‘collective leadership’ is framed and reframed, and the role of both researchers and practitioners in this process.

The paper contributes to theory, research and practice in three inter-connected ways – firstly by highlighting the performative nature of ‘collective leadership’ through a social constructivist lens; secondly by developing the notion of negative ontology by applying it to empirical evidence in order to uncover and problematize theories of collective leadership; and thirdly, by making the link between negative ontology and critical performativity in order to demonstrate how researchers and theorists can disclose stages of performativity in the development of new theories.

The Transformational Object of Leadership: A critique in two agonies and eight fits

Jackie Ford, Professor of Leadership and Organisation Studies, Durham University Business School
Nancy Harding, Professor of HRM, University of Bath School of Management
Sarah Gilmore, Reader in Organization Studies, Cardiff University Business School

A special journal issue that explored the tricky question of how to research collective leadership was recently announced which described the very term of collective leadership as ‘a slippery, shape-shifting phenomenon’ (Ospina, et al., 2017: 1) that has generated much theory, but is difficult to research empirically.

The same could also be said about much of the work on researching, conceptualising and practising leadership. This paper questions the rationale for searching for appropriate research methods. We argue the necessity for a more sophisticated account of the human subject of leadership approaches before researching leadership in practice. Without such careful preparation there is a risk, firstly, that researchers see what they expect to see. Secondly, we warn that without better understanding of the human subject, leadership could be for ill rather than good, and could contribute to the contemporary forces undermining democracy, liberalism, tolerance and individual freedoms.

These arguments are inspired by Lewis Carroll’s epic nonsense poem The Hunting of the Snark: an Agony in Eight Fits, and the insights of psychoanalytical object relations theory. Turning our arguments back on ourselves, we conclude that the times dictate that we, the collective of leadership theorists, turn our efforts to understanding and intervening in trends that threaten to undermine justice, democracy, citizenship, equity, and equality. In Carroll’s terms, we are caught in the fruminous jaws of the Bandersnatch, may be summoning up the dangerous Boojum, and have lost sight of the Snark.

References
Bennis, W. and Nanus, B. (1985) Leaders: The Strategies for Taking Charge. New York: Harper and Row.
Meindl, J.R., Ehrlich, S.B., & Dukerich, J.M. (1985). The romance of leadership. Administrative Science Quarterly, 30, 78-102.
Ospina SM, Foldy EG, Fairhurst GT and Jackson B (2017) Collective dimensions of leadership: The challenges of connecting theory and method. Human Relations, http://www.tavinstitute.org/humanrelations/special_issues/LeadershipCollectiveDimensions.html

You can register for this here.

Paradox of success and failure

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Moon Executive Search recently spoke to the Director of Doctoral Research in Business and Law at UWE Bristol, Svetlana Cicmil, about the paradox of success and failure in the context of modern businesses. Read the original post here.

Most [IT] projects fail; it is just a question of how much failure can still be deemed a success’”[Cadle and Yeates (2001)]

The binary notions of success and failure govern much of the way that both individuals and organisations approach, experience and evaluate work. But how adequate is the traditional narrative of success and failure? Does it enable or hinder the pursuit of constructive, fulfilling work?

The consequences of constantly evaluating our actions and achievements as binary outcomes can not only be long-lasting, and include anxiety and insecurity, professional penalties, and loss of direction; they can also make us lose our ability to sensitively, holistically and constructively reflect on our activities and organisational purpose in a wider social context.

Take the IT industry, for example, it is famous for its failures at the project level and for its success at the industry level:

“Massive failure rates have never threatened the advance of IT; quite the contrary, high-risk and prone-to-fail projects nearly always characterize leading-edge industries. Failure in this sense is the price of success.” (Sauer, 1999, quoted in Fincham, 2002, p.2)

This not only demonstrates how ‘failure’ is required for innovation, but also that the attributions of failure and success are dependent on who judges them, at which point in time, and at which level of activity.

Therefore, it is fair to say that failure and success are interrelated in an elusive way. Drawing on insights from studies of project-based work we can examine the elusive nature of the fixed categories of success and failure, illuminate the multiple judgments of success and failure that are simultaneously at play, and encourage a more critical and complex approach to coping with this dilemma in everyday working life.

Increasingly employees are finding that their roles have become project-intensive and that as a result they are working and making decisions within the organising principles of matrix structures. In theory, matrix structures support effective and efficient utilisation of an organisations’ resources, creating the capacity to simultaneously run multiple projects.

However, a well-researched syndrome of project overload includes the pressures and anxieties caused by the simultaneous existence of multiple, mutually-exclusive, but complexly interrelated criteria for evaluating the performance of each of the projects that an employee may be simultaneously involved in.

Where multiple parties participate in project initiation and delivery, they will make sense of, and engage with, the project in different ways and with different ambitions and expectations, this can create irreconcilable criteria. 

The challenge is to find a way for the project’s participants to negotiate and agree on the key criteria against which inevitable changes to the project plan, resulting trade-offs, and any redefinitions of the original goal and specification will be tested and evaluated.

In order to do this, we need to consider how the notions of success and failure are framed. Instead of working with belief that success and failure are polarised, discrete, fixed states, organisations should be asking how they can provide their employees with a fulfilling and meaningful working life which is not impacted by the requirement to undertake multiple projects. But how can this be achieved?

Firstly, review the ambitions driving each project in a more reflexive, caring and satisfying manner. This requires awareness of the need to navigate the unknown in a responsible way which will avoid the negligence and reckless risk-taking that may detrimentally impact those involved in the project.

Secondly, failure is often tied up with a feeling of having let down and disappointed the project team and wider company. But does this stem from original unrealistic expectations? When undertaking a new project ask for an objective opinion on the ambition, expectations, and goals, do not discard previous experiences as irrelevant with the conviction that things will go better this time, and make sure that there is time to consult and check.

Deviation from a plan should not be considered a failure if everyone involved has been open-minded, critically reflexive, and collaborative about what new opportunities this might bring.

Finally, the leadership team should introduce systemic changes that acknowledge the complexity of project-based work. These could include incorporating regular reviews of established processes and approaches to collaboration, agreeing and renegotiating project performance indicators, and introducing a high level of accountability, responsibility, and transparency in decision-making to reduce vulnerability from project overload.

By considering the experience of success and failure in the context of project-based work, we find that the success-failure binary is not only too simplistic but is actively harmful to the pursuit of what matters. Rather than considering success as something desirable and failure as a pathology to be eradicated, should they not be considered in a complex relational way? If so, the key questions, therefore, move from ‘Why did this fail?’ to ‘What was achieved?’ and ‘What can be learned from this?’

18th International Studying Leadership Conference

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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.

Fighting Malaria in Namibia: A New Cohort of Students Enroll in FBL’s Postgraduate Certificate in Professional Practice in Change Leadership

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Professor Peter Case’s research on malaria healthcare service provision expanded to Namibia this year. Peter’s research teams – including three recent Zimbabwean graduates from the FBL Postgraduate Certificate in Professional Practice in Change Leadership – are currently working with Namibia’s Vector-borne Diseases Control Programme to combat malaria by improving frontline prevention and treatment of the disease in Kavango Province.

In order to help make the overall Organization Development for Malaria Elimination work sustainable in the region, FBL is supporting a fresh cohort of twelve students (pictured) to complete a postgraduate certificate in Professional Practice in Change Leadership. The module was launched this week with a two-day course delivered in Rundu by Dr Greyling Viljoen. By all accounts, the taught programme was very well received and students gave extremely positive feedback on their experience. The efforts of FBL’s Professor Carol Jarvis and Felicity Cargill should also be acknowledged as they have assisted greatly with setting up the course and enrolling the new cohort.

Most of the students enrolled on the module are also members of project task force which is developing and implementing detailed action plans for malaria healthcare improvements in Kavango. Following the PPCL course, they will be working with Dr Viljoen and one of the Zimbabwean graduates from last year, Munashe Madinga of the Clinton Health Access Initiative, to review and further refine service improvement plans.

The overall project in Namibia is a collaboration between UWE and the Malaria Elimination Initiative, University of California San Francisco. The work is funded by the Bill & Melinda Gates Foundation.

[Image: Back row: 1. Ms A Augustu, 2. Ms Loise Ambata, 3. Dr K Mapanga, 4. Ms A Ashivudhi, 5. Ms Julie Neidel, 6. Dr H David 7. Mr M Madinga

Front row: 1. Mr S Shashipapa, 2. Ms I Mendai,  3. Dr G Viljoen, 4. Ms E Eises 5. Ms S Haingura,  6. Mr S Nairenge ]

Unlocking Performance through Employee Engagement Conference

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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.

BLCC Research Symposium, 6 June 2019- Responsible and Inclusive Leadership: Paradoxes and Possibilities

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We are delighted to announce that we will be hosting a Research Symposium event on Thursday 6 June 2019. This afternoon research event will take place before our evening Professorial Lecture with Steve Kempster.

Thursday 6 June 2019, 14:00-17:00
Bristol Business School, UWE Bristol

Click here to register for this event.

Overview

In the face of environmental, social, political and economic change organisations are coming under increasing pressure to demonstrate responsible and inclusive leadership that makes a lasting, positive impact to the lives of the communities they engage with. Whilst such principles are now well accepted in both policy and practice the continuing prevalence of discrimination, inequality and unethical practice, combined with a loss of trust and a growing sense of disengagement and disillusionment across significant parts of the population, suggest that implementing such an approach is not so straightforward.

This event, organised by Bristol Leadership and Change Centre in collaboration with the Centre for Responsible Management at the University of Winchester, opens up a space for discussion and reflection around the paradoxes and possibilities of responsible and inclusive leadership, drawing on the latest theory and research in this field. The event is designed for academics, students, consultants and practitioners interested in and/or responsible for the management of people and organisations. It may be particularly beneficial for those working with or towards Sustainable Development Goals (SDGs) and/or with the Principles of Responsible Management Education (PRME), as well as those with a responsibility for Equality, Diversity and Inclusion (ED&I) and mobilising culture change.

This event will be hosted at Bristol Business School, UWE, Bristol and will be followed by a Distinguished Professorial Lecture by Professor Steve Kempster. Both events are free to attend although registration is required in order to reserve a place.

Session 1

The Responsible Management and Leadership Paradox: An interactive workshop

Dr Simon M Smith
Department of Responsible Management and Leadership, University of Winchester

This interactive session is designed to explore and discuss the day-to-day realities faced with delivering responsible management and leadership. This will be presented as a number of paradoxical situations that we address within the world of business and will lead into a rich and diverse set of discussions around responsible management and leadership.

There will be a short introduction to outline the conceptual paradox theory of ‘Organizational Ambidexterity’ applied to the responsible management and leadership context. No experience with this academic construct is needed. A number of situations are then provided to all participants to instigate a discussion of how these situations are dealt with on the frontline. As well as increasing our understanding of these paradoxical realities, it is hoped that we will inspire how to tackle such situations through shared practice.

Session 2

Learning from Lived Experience: Opportunities and Challenges for mobilising lasting change on leadership and inclusion in the NHS

Professor Richard Bolden, Professor Carol Jarvis and Stella Warren
Bristol Business School, UWE Bristol

Recent years have seen increasing emphasis on the need for collective, compassionate and inclusive leadership in UK public services. The National Health Service (NHS) constitution in particular places a legal and moral requirement to address inequality in all that it does. Despite an espoused commitment to equality, diversity and inclusion, however, and a series of associated policy and practice initiatives, inequality gaps continue to increase, compounded by successive neo-liberal policy agendas that have contributed to a growing financial deficit, constant political and systemic interventions, increasing fragmentation and conflicting accountabilities.

A recent initiative from the NHS Leadership Academy – Building Leadership for Inclusion – intervenes at both an individual and systems level. Engaging meaningfully with ‘lived experience’, it aims to foster inclusive leadership and hasten the speed of change, a commitment reiterated in the NHS Long-Term Plan to “do more to develop and embed cultures of compassion, inclusion, and collaboration across the NHS” (NHS England, 2019: 89). Whilst a more abstract concept than ‘equality’ and ‘diversity’, ‘inclusion’, with its emphasis on perceptions and experience (rather than objectively measurable criteria) highlights the cultural-cognitive dimensions of change. In so doing, we suggest, it offers the potential to address systemic causes, rather than surface-level symptoms, and to support the complex, messy, emotional and politicised work of mobilising large-scale culture change.

In this session, we will share findings from our action research and evaluation on this initiative, including enablers and barriers to change.  We will also invite participants to reflect on their own lived experience of inclusive and non-inclusive leadership and the challenges of mobilising lasting change on this agenda.null

How to attend

If you would like to attend this research symposium please register your details online: Click here to register

If you would also like to attend the evening Professorial address with Steve Kempster (please see below for details) you will need to register separately for this event.

Professorial Lecture Series: Professor Steve Kempster


Professor Steve Kempster (University of Lancaster Management School)

What are the Responsibilities of Business Leadership: Generating good dividends?

Thursday 6 June 2019, 17:30-20:00

Click here to register for the Professorial Lecture.

The talk will focus on Steve’s new book (with Thomas Maak and Ken Parry) out in February 2019 that explores the role of leadership in making manifest societal purpose to everyday business activity – how business value and social impact can be aligned and realised. Too little attention in leadership is focused on the responsibilities and activities of those who lead.

Steve will seek to answer the question ‘leadership for what?’ He will outline an answer through focusing on responsible leadership of purpose through an interdisciplinary perspective. Responsible leadership moves the axis of leadership from leader – followers to leader – stakeholders; away from looking at leadership as person-centric – the qualities, abilities, and effectiveness of the leader – to a focus on the purposes, responsibilities, and activities of leadership. For further details and to register please visit our event page.

In Critical Condition? Challenges and possibilities for critical leadership and management studies in current times.

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Guest post by Thomas Allan, Fellow, Centre for Welfare Reform

What if Universities were seen as institutions with responsibilities to the societies they inhabit? What hope for a citizen-led, participatory curriculum to equip us with the knowledge to build a more human, caring and sustainable economy? This Bristol Leadership and Change Centre (BLCC) research symposium was held at the University of the West of England (UWE), Bristol, in October 2018. Its purpose, as described by event organisers, was to bring together leadership and management scholars to reflect on the nature, purpose, and challenges of being ‘critical’ in the contemporary Business School environment.

Critical Challenge

Higher Education, as a social process of facilitating learning and change, has a critical challenge. Many academics are aware, sometimes intuitively, of the limitations of the liberal institution of education, characterised by the detached observations of objective, scientific discourses that form the supposed neutrality of knowledge. Many still adhere to the dispiriting task of preparing debt-laden students for the mercies or exclusions of work, markets, and consumption that follow, often due to a lack of any tangible sense of an alternative.

More recently, learning in an era of globalization is understood as dispersed, taking place outside the bounds of traditional education and within a high velocity exchange of people and places, finance, technologies, cultures, settings, and spaces. Despite talk of helping individuals adapt to complexity, diversity and change, the priorities of the Business School can still seem dominated by the narrow, quantitative models valued by economists and market-fearing policymakers, alongside a distinctly neoliberal narrative of entrepreneurship, leadership and ‘being enterprising’.

Creativity is the buzzword, but in an increasingly disturbed world. At the same time, individuals have become ever more isolated from each other amid spiralling mental ill-health and shrinking space to imagine alternatives. Technological advances are reducing family, peer and social relations to cyber-relations – only exacerbating feelings of loneliness – while automation and marketisation reduce much subsequent employment to precarity or meaningless grind. Political apathy, social inequality and welfare state dismantling seem the accepted costs of ever-expanding markets and ‘continuous improvement’. Higher education can, for all its virtues, end up merely helping individuals adapt to the deep pathologies of neoliberal market society.

At the heart of this, I think, is the spectre of homo economicus. This is the assumed ‘rational’ economic agent inculcated with the knowledge and the skills to play the occupational roles demanded by the over-capitalised and financialised global economy. Yet we apparently still need the local, the situational and the social value found in non-market participation: the human touch, the sense of presence and care increasingly found absent in our turbo-charged market society. Recent research has demonstrated that social connection, empathy, and cooperation are at the foundation of personal, social and community change. Do academics or leaders in academia have the courage to move the discussion beyond the shadow of the selfish gene?

In Critical Condition

The value of critical pedagogy lies in its capacity to equip us with the knowledge to expose and challenge often hidden injustice. It also lies in a sense of hope that grows with connecting and working together to co-create practical and political alternatives to some of the major challenges of our time. This is important because how we frame contemporary social or environmental problems depends on our values and principles, which can in turn open up a broader spectrum of solutions than our modern polity or market governance may view as plausible.

So how did this event contribute to our sense of individual and collective empowerment in this sense? What exactly is the nature, purpose and challenges of being ‘critical’ in the contemporary Business School environment?

There were some bright minds, interesting discussion and excellent presentations. Keynote speaker Professor Martin Parker from the University of Bristol exposed the ‘hidden curriculum’, explaining how contemporary business schools teach a narrow form of capitalism where ‘the market’ is the underlying driver and determinant of the education they provide. He pointed out how literally hundreds of alternative forms of organising social and economic life are excluded in the Business School curriculum, demonstrating this through his ‘organising dictionary’. In this dictionary were many alternatives, including some of the more well-known such as worker-owned cooperatives and the commons.

Professor Martin Parker presenting at the BLCC Research Symposium 22 October 2018

Importantly, Parker invited us to think about patterns, and urged us to start re-building higher education from the bottom-up experiences and strengths of citizens and communities. To facilitate a more accurate conception of the rich tapestry of human organising, he moved us away from ‘management’ and towards the margins of what contemporary capitalism would consider value-able. He proposed an alternative institution: The School for Organising. This institution will develop and teach the multitude of different forms of organising, “enabling individuals to discover alternative responses to the issues of inequality and sustainability faced by all of us today”.

Dr Sarah Robinson of the University of Glasgow delivered some penetrating insights (and warnings) for the aspiring early career academic. Of particular interest for me was the disjuncture between the intrinsic motivation of critically-minded scholars who go into academia (considerations of social justice, democracy, intellectual autonomy and independence) and the post-PhD reality (Key Performance Indicators, stress, insecurity, audit culture, managerialism, publishing restrictions and conditionality).

Dr Sarah Robinson presenting at the BLCC Research Symposium, 22 October 2018

Dr Neil Sutherland from UWE delivered a convincing presentation on the drawbacks of ‘teaching’ under the rubric of the critical banner. A short paragraph alone would not hope to capture the clarity of his thinking on this topic. Yet in essence, he asked, does this impose ‘our’ way of thinking on free-thinking students? Does this create an unhelpful binary of us and them?

Dr Pam Seanor and Dr Doris Schedlitzki, also from UWE, invited participants to weave together the value of their experience with the entrepreneurship, leadership and ‘being enterprising’ agenda. What might critical entrepreneurship look like instead? How can we move the conversation beyond the ‘heroic’ individual entrepreneur and towards a recognition of the social nature of learning and change? Doris and Pam made clear they intend to take an ‘affirmative critical approach’ in their pedagogy to help students question dominant cultural narratives so that they themselves can feel empowered to identify the alternative practices that they seek.

Pam Seanor presenting at the BLCC Research Symposium, 22 October 2018

Professor Sandra Jones from RMIT University, Melbourne, was engaging in her provocation, inviting us to reject the dominant vision for humanity of competition and profit maximisation. Two aspects of her talk chimed most with me. One was her admission that, as well as the more common complaint about skewed resource distribution, many millenials had been left scant opportunity by their baby boomer predecessors to challenge the damaging conceptual myth of homoeconomicus, free markets and market growth. The second was a darkly humorous ‘quote’ from George Orwell in reference to his dystopian novel 1984: “I wrote it as a warning, not a fucking instruction manual”.

Uncertainty

Despite my enthusiasm, the event felt quite overwhelming at times. It was free and inclusive. It was friendly. There were refreshments and breaks. People were free to talk, listen, ask questions, and participate as they wished. There was an invitation to continue conversations and networking at the end of the symposium. Yet I sensed a similar uncertainty in other participants as the event drew to a close, almost like a sense of unfinished business; something that didn’t escape the attention of event organiser Professor Richard Bolden.

As I waited in the cool, darkening autumn evening for my return train at Bristol Parkway station – listening to the occasional clanking of machinery or watching the faceless faces whizz past – I thought it was worth reflecting more on why this might have been.

Perhaps, as one participant pointed out towards the end, it was life and living conditions. To a large extent, people still need to submit to the anonymous power of the market for their livelihoods, their homes and their well being. People are worried about their loved ones and their futures; faced with new and shifting threats to their welfare each day. There is a tangible sense of atomisation and psychological strain. Economic life can feel like an uncertainty that follows you. This doesn’t look likely to improve, either:

“Whether through the enclosures brought on by neoliberalism or the increasingly authoritarian and exclusionary politics of the further right, the expected normality (job security, pensions, unemployment supports, fair working hours and conditions) that citizens experience or aspire to will likely continue to erode.” Bauwens et al. (2017)

In this world of ‘post-truth’ and fast-paced change, we hardly have time to navigate one personal trauma or social transformation before we are bludgeoned onto the next. Where neoliberal restructuring and toxic stress are still the norm, it is hard to know what is reality anymore let alone how we come to know it, or the right methodology for teaching it.

Critical questions: How can we carve out shared spaces for transitioning to something more time-rich, caring and human? How do we find ways to connect with one another in solidarity and on a deeper, more intuitive level? There was, at least, a sense that this symposium offered a valuable and important space to engage with others in precarious times; as well as something that people indicated a desire to continue engaging with.

Critical Moment

To me, critical pedagogy feels honest and authentic. We can be guided by the values of autonomy, responsibility and solidarity, and we are part of a larger interdependent whole rather than the struggling atoms of liberal-individualist and neoliberal market culture.

Yet it is also about having the courage to voice social silences and inject some authenticity beyond the sometimes gilded halls of academia and the career-building activity of contemporary neoliberal subjects. It might ask the following challenging questions:

What moved people to attend this event in the first place?

Did people feel moved to share their experiences, fears and truths?

What bridges of trust and solidarity are being built with people worst-affected by the marketisation and austerity policies of the state?

What examples of academics themselves organising alternatively outside of the University?

In this sense, I reflected, perhaps this is as much about courageous leadership and creating safe spaces and conviviality as it is about creativity or reformulating the curriculum. Creativity is, after all, not something that is the product of extraordinary individual minds but “originates from a culturally-shaped cooperation they also serve” (Gronemeyer 2014).

The ability to think critically and reflexively is indeed a fundamental priority if we are not perpetuating the mistakes and injustices of past and present. There is great social value in such approaches to education. Dialogic, participatory and action-orientated models of education and research, for example, go far further than formal, liberal interpretations of fairness and equality that stop at equal opportunities for individuals.

Yet whether scholars who identify themselves as catalysts for social change can carve out the common ground they seek solely ‘inside’ the university alone I’m not so sure. I sense that the radical spirit that drives this pedagogy will only find what it seeks once we have stopped striving as competing individuals. Conviviality is, after all, “a constant reminder that the community is never closed” (Illich 2005, cited in Gronemeyer, 2014). Perhaps only then will we be at the critical moment.

With this in mind, it was encouraging to note that both Martin Parker and Sandra Jones encouraged critical academics to organise in different ways beyond the academy in order to mobilise social change.

Knowledge as a Commons

Academics might reasonably point out it is not solely up to them to solve all society’s problems. Moreover, giving up stable employment to start a research cooperative in today’s economic climate and political culture might be considered at best a very risky undertaking. Yet if we really want to see ourselves as catalysts for social, democratic or environmental renewal, then we must begin to find ways to step out of the private sphere and begin listening to citizen’s voices and experiences. We need to work together to reclaim and create the public spaces for us to manage matters which concern us all.

One thing critically-minded scholars can do is to begin to raise awareness of the emerging commons movement, and situate research and learning within the context of the Commons Transition (Bauwens et al., 2017).

“In the past thirty years, contemporary scholarship has rediscovered commons, illuminating their cooperative management principles as a counterpoint to conventional economics and particularly its growth imperatives, artificially created scarcities, and fealty to consumption as a preeminent goal.” Bollier & Weston (2014)

But what are commons? According to Innovator Michel Bauwens et al. (2017), commons are:

A social system for the long-term stewardship of resources that preserves shared values and community identity;

A self-organised system by which communities manage resources with minimal or no reliance on the market or state;

A sector of the economy and life that generates value in ways that are taken for granted and often jeopardised by the market and state;

The wealth that we inherit or create together and must pass on, undiminished or enhanced, to our children. Our collective wealth includes the gifts of nature, civic infrastructure, cultural works and traditions, and knowledge Bauwens et al. (2017)

Much research into commons was initially focused on natural resources. Dispelling the myth of the ‘Tragedy of the Commons’ (Hardin 1968), Elinor Ostrom (1990) considered subsistence commons such as meadows, water, forests, or fisheries (the resource alone minus the self-determined norms, practices, and traditions of communities is referred to by Economists as a common-pool resource). More recently, commons scholar Silke Helfrich (cited in Bauwens et al., 2017) points out how every commons, even those that revolve around land and water, are knowledge commons, “because the commoners must learn to apply knowledge in managing them”.

A commons, therefore, is distinct from a common-pool resource, and constitutes a self-management regime and dynamic social process called commoning. It can include digital commons such as free, open-source platforms such as Wikipedia and social, cultural and civic commons such as community support schemes, social care coops, playgrounds, public spaces, knowledge and ideas, public schools, libraries, and parks. In fact, a commons can arise whenever a community decides to pool its resources and defend or take control of its collective wealth, enlivened by this social process of commoning.

Where might academics fit within the Commons Transition Plan, a name coined by the P2P Foundation to “describe a process of facilitating open, participatory input across society, prioritising the needs of people and environments affected by policy decisions over market or bureaucratic needs”? (Bauwens et al. 2017)

1. Tell the story of the commons and its enclosures, the private appropriation of our common wealth.

2. Recognise that knowledge, information, and culture are part of the public sphere, and gain value though open access, sharing, and collaboration. Academics can help by facilitating open-source rather than proprietary knowledge.

3. Practice conviviality, involving, in the words of Marianne Gronemeyer (2014): “…a language that is both objectionable and triggers ideas to enable understanding rather than consensus which is often achieved by manipulation; research that speaks a personal language full of experience; practice that does not compete, but cooperates and shares; technology that helps to make the best out of the power, and the imagination that everyone has.”

4. Learn about the power of Vernacular Law: “Vernacular law originates in the informal, unofficial zones of society and is a source of moral legitimacy and power in its own right…places and spaces where people are struggling to achieve regeneration and social restoration against the forces of economic globalization” Bollier & Weston (2014)

5. Teaching, organizing or resourcing through Commons-based Peer Production: “Through imagining and constructing independent governance that supports the infrastructure of cooperation…can help us to protect the best qualities of the welfare state model, and transcend it with a radically re imagined politics that would facilitate social value creation and community organized practices.” Bauwens et al. (2017)

6. Recognise the need for a Partner State to fund and support this process of social value creation and community organized practices (e.g. the needs of civil society and its living, caring and learning environments) rather than the current state/market tendency to genuflect to corporate or financial interests: “The Partner State is the concept whereby public authorities play a sustaining role in the ‘direct creation of value by civil society’, i.e. sustains and promotes commons-based Peer Production.” Bauwens (2012)

7. Supporting the work of the School of Commoning, a worldwide community of people supporting the developing commons movement.

8. Supporting the work of the Centre for Welfare Reform (CFWR). Working on such projects as Sustainability and Social Justice, Constitutional Reform, Basic Income and other Commonfare practices to navigate the socioeconomic risks of life, CfWR is something akin to an open-access knowledge commons and a community of independent citizens committed to equality and diversity.

9. Join, support or contribute to the Citizen’s Network, a global non-profit cooperative movement, formed to create a world where everyone matters – where everyone can be an equal citizen.

10. Finally, if nothing else, add the missing social context. We should be wary of simple solutions to complex problems, but much social suffering and environmental damage could be avoided or reversed if the political will, citizen understanding, and the right public institutions of support and cultural learning existed to do so. This starts, as some speakers at this symposium correctly alluded to, with the rejection of the myth of homoeconomicus.

In brief conclusion, challenging the sanctity of ‘the state/market’ duopoly as the sole determinant of human nature, worth, and value creation is the priority. However, there’s much critical work to be done.

References

Bauwens, M 2012 Blueprint for P2P Society: The Partner State and Ethical Economy. Shareable Magazine 7th April 2012

Bauwens, M et al. 2017. Commons Transition: a primer. Transnational Institute. https://www.tni.org/en/publication/commons-transition-and-p2p

Bollier, D. & Weston, B. 2014. Green Governance: Ecological Survival, Human Rights and the Law of the Commons. Cambridge University Press.

Gronemeyer, M. 2014. ‘Conviviality’: Patterns of Commoning. The Commons Strategy Group. Amherst, MA.

Ostrom, E. 1990. Governing the Commons: The evolution of institutions for collective action. Cambridge University Press.

Hardin, G. 1968. The Tragedy of the Commons. Science (December 13th 1968).

Thank you to Thomas Allan for sharing this blog post with us. It was previously posted on the Centre for Welfare Reform blog: https://www.centreforwelfarereform.org/library/by-az/academia-is-in-a-critical-condition.html

Reflections on the Aspire People Development Programme with Avon and Somerset Police

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By Holly Poole, Policy and Support Coordinator for Avon and Somerset Police.

When I was asked to write this blog, I was a little hesitant to broadcast myself to the whole of the Force but I hope my blog may inspire others to take a step out of their comfort zone and put yourself forward to help make a positive difference.

I joined the force nearly two years ago fresh out of University after recommendations of opportunities within the organisation and have undertaken Clerical and Personal Assistant roles within Criminal Justice. I am currently undertaking a role within the Citizens in Policing department in Business Improvement working with our Police Support Volunteers, Special Constables and Police Cadets. You may also recognise my name from running the Citizens Academy and I am also a volunteer Specials Assessor. I enjoy engaging with volunteers and communities, being a representative for the force and being part of the wider organisation and learning more about how each element of our organisation works together to reach our mission to be outstanding.

During my short time within the force, I have constantly looked for ways to improve the way I work and to support others. I have always taken on tasks and work above my role responsibilities and offer my assistance wherever I can. I have a need to be constantly challenged and I am always looking for ways to develop and this is why I put myself forward for the Aspire People Development Programme (PDP). The programmes ambition is to develop potential leaders and is tailored to those who exceed expectations, have the desire to develop and seek posts at a higher level. At the end of the programme, an academic accreditation in leadership and management will be awarded.

The programme is in partnership with UWE and its format runs over nine months and features monthly lectures on a range of areas including effective leadership, understanding change and building effective workplace relationships. To gain the academic accreditation at the conclusion of the programme, two academic assignments and a project are required to be completed.

During my first day on the programme, I had a severe case of imposter syndrome. Not only was I the youngest on the programme, but I was also the lowest ranked staff member and had little/no management experience unlike my peers. During the day team activities were carried out, learning styles were analysed, the project options were discussed and work packages that had been identified in need areas of business over the force were presented. The realisation that not only would my project be implemented to make improvements within the force but that at the programmes conclusion I would present my recommendations to COG overwhelmed me. Surely it was a mistake I had been shortlisted for this PDP programme? I felt as though I didn’t deserve my place and there was definitely someone out there with more skill than I to carry out a project at such a strategic level!

Four months on since that first session, supported by my UWE lecturer, line manager, mentor, HR and my project business lead I no longer feel like an imposter. The programme has helped me to identify the leadership qualities I already possess and enhance them alongside learning new skills and tools I will be able to use in both my current and future roles. Following a personal development plan I have been able to identify areas of improvement within myself including problem solving and presentation skills. I am due to carry out a number of presentations over the course of the next few months to various stakeholders which I have volunteered for…I never thought I would be confident enough to volunteer to present, let alone on a project of this scale!

I am passionate about my chosen project and I am progressing well, my aspiration is that my project will improve the way we work in a large area of business and support us on our journey to be outstanding. Taking part in the PDP Programme has been challenging at times and having my role responsibilities alongside managing assignments and projects has truly tested my time management skills.

Both the PDP programme and the project have enabled me to network with a variety of departments, roles and partnership agencies which I would have not had the opportunity to in my current role. No matter what role or rank, the programmes main aim is to develop you personally and provide you with the skills to take into higher or more demanding roles.

The experience and skills the Aspire Personal Development Programme has provided me with has been invaluable, I feel what I have learnt has developed me as a person and will help me to make a positive difference. I look forward to completing the remainder of the programme, whatever challenges may lie ahead.