Notes on Fractured Conflicts: Autonomous Zones and Siege/ACC

Following from my last speculations on the fractured conflict that the George Floyd protests and riots brought up, further developments of autonomous zones and alt-right infiltrations have shed more light on these conflicts that “have fractured into the dynamic tension between different tribes and the narratives they proscribe”[1]. These developments have shades of the Occupy movement in 2011 and right-wing movements with a similar attitude toward central government control who attempted self-government, but they are emplaced in a wider culture war dynamic that means the issues and relations become muddled. Continue reading

Fractured Conflict: The US Riots

The explosion of rioting and protest following the killing of George Floyd shows the fragility of US political relations and the extent to which nihilistic subjectivism – the displacement of a national subject in favour of different tribal and identity-focused conflagrations – have infected US political discourse. George Floyd’s killing as another example of police brutality was the inflection point for this to erupt, with the causal mechanisms multiplicitous and dispersed. The history of racial violence, segregation, community segmentation and deprivation are clear throughout much of the US urban geography. The limited distribution of wealth combined with the containment of gang violence and malinvestment within black neighbourhoods has created powder kegs which have regularly burst, from the civil rights-era riots to more recent events in Ferguson and Baltimore. Continue reading

Structural Fragmentation: An Analysis of Administrative Organisation in the EPS PGR Administration Team

Following on from my recent essays on various aspects of organisation theory and its applications to different political, sociological and administrative aspects, I conducted a study within the University of Birmingham analysing the EPS PGR administration team, using combined methods of workplace observation, surveys and interviews to determine the team structure, its bottlenecks and its fragmentation. Through these, I propose three solutions which could begin to restructure and reform the administrative organisation: geographic centralisation, process centralisation/reorganisation and a combination of both of these. This links to theories I’ve propounded around organisational ossification, adhocratic organisation and the nature of flux within administrative systems.

Link to the study: Structural Fragmentation Continue reading

Modes of Politics: Ideological Cycles & Fragmented Britain

Ideological Cycles

Viewing British political history through the prism of ideological waves shows distinct variations in the ideological positioning of British governments. The post-war settlement entrenched Keynesian demand management. With the stagflation crisis and the IMF bailout, Thatcherism brought in quantitative monetary policy, privatisation and market openness. Following the political failures of the Conservative Party under Thatcher and Major, New Labour presented a social democratic version of the Thatcherite consensus, neoliberalism with a human face. With this came the introduction of public-private partnerships in the NHS, education and transport infrastructure and the introduction of corporate management techniques into the public sector, flexibilising both the state and social democracy. Continue reading

Intra-Competitive Networks

In modern politics and organisations more generally, the Weberian bureaucracy of clearly-organised hierarchies, lineated systems of control and a series of standardised processes, rules and outputs has been increasingly superseded by the advent of the network, a system of loose control configured more by ideological coherency and the inculcation of values. As Mintzberg describes the evolution of organisational environments, as complexity increases (i.e. the level of knowledge and information to be processed is greater) there is a growing trend toward decentralisation (to work constellations based on expertise and experience) and organic structure based around informal mutual adjustment and work group autonomy[1]. This can be seen in the fields of human resource management, media, think tanks and regulatory organisations acutely. Continue reading

The Transformation of Human Resource Management: Performance as Practice

Performance management is the institutional triptych of individual, team and organisation matching their demands and needs along one path. Here the contiguities of these three elements are blurred to attempt to bridge their gaps in skills, knowledge and information. It has moved from a command-and-control structure of top down implementation of goals to be met via annual reviews where pay-based bonuses are distributed and the weakest are let go (the Jack Welch model) to an increasingly decentralised system of constant feedback via informal meetings so as to meet the adaptive nature of modern business goals and focus on personal development within organisational culture, emplacing agility within the wider organisation through an individual-based and team-centric focus. Continue reading

Membership Negotiation and Organisational Structure: From Learning Styles to Meta-Systematicity

“Companies and shop-floors thus produce the heat of chatter, some of it meaningless and some of it subversive, creating code within code and internal signs that route-around management practices, filling in gaps and moving capacity by creating autonomous junctures via intra-shop-floor negotiations and informal guidelines”[1]. Organisations are a locus of activity, from membership negotiation to their structuration. They tessellate across informal and formal methodologies of practice, never fully controlling but never fully autonomising either. As they flit between adaptivity and rigidity, they must find methods of integrating the formal and informal, particularly when it comes to incorporating members and meshing individual aptitudes with organisational ideologies and needs. Continue reading

Organisational Mechanics of Voice and Exit

“Every major organization will have to learn how to maintain its identity, the quality of its products and service, and its customer relationships, while being prepared to give up everything else”[1]. The continual transformation of markets, economies and organisations signals the increasing need for work patterns and communication strategies to be on the edge of adaptivity, responding intelligently to change and flux. The organisational changes of the past century show a move away from Taylorist production systems and work by standardised process toward more flexible methods of organisation that focus on functional units and teamwork. The centralised methods of GM and Ford and their in-house units, hierarchical structure and strict control over knowledge pathways[2] gave way the Kanban system of long-term subcontractor relations, decentralised teams and dialogic methods of understanding and reforming work patterns (as through Toyota’s Operations Management Consulting Division and their workshop-based quality circles[3]). In this change, “the need for collaboration in which all parties share a goal – so that they all profit from complementary innovations – but they are not so tightly integrated that as to lose the competitive spirit to innovate”[4] is paramount. Continue reading

Motivation, Incentives and Organisational Chaos

“We are in the midst of a global epidemic of institutional failure. Even then, the signs were everywhere if one cared to look. It has much to do with compression of time and events”[1]. Chaotic systems are accelerating, from monopolistic platform companies implementing new market governance frameworks to alternative modes of accumulation developing out of the financial crisis and the rise of new axes of geopolitical power. The variety of new organisational models, knowledge flows and bottlenecks present opportunities and dangers to established methods of accumulation and growth, requiring alternative methods and incentives to exploit and explore such possibilities. In an organisation, the exploitation of existing knowledge and the exploration of new opportunities create methods of strategic renewal, the ability to use and find knowledge for the purposes of furthering organisational goals and constructing a shared vision. In creating a shared vision, “a sense of commonality that permeates the organization and gives coherence to diverse activities”[2], learning and motivation are fundamental as they drive forward strategic renewal. Continue reading

Organisational Ossification and Management Theory

Modern organisations exist in an increasing system of flux, where informational and financial flows are eroding competitive advantages, companies transform and metastasise into governmental functionaries and new forms of financial[1], knowledge[2], technological[3] and cultural[4] systems are on the horizon. Organisational culture is moving from an “instrumental view” to a “sacred view”[5], and with this new forms and leadership/managerial mechanisms will come forth. The factors that primarily affect what leadership styles are chosen in organisations are the attempt to combat organisational ossification i.e. the attempt to prevent their organisation from becoming unable to adapt to changes in the systems they work within, maintaining the value and loyalty that their stakeholders put into it. By implementing an organisational culture and methods of motivation that create an administration that is adaptive and open to change, leadership styles are influenced and created that allow an organisation to be agile. By looking at the Situational Leadership Model I analyse the four quadrants that define it, I show how the contextual nature of managerial administration attempts to combat ossification and maintain stability and implant adaptivity. Continue reading