Vogel Wakefield blog

Vogel Wakefield blog

January
13
2017

Vogel Wakefield: the movie

 

We often get asked, “What’s it like to work with you?” So we’ve attempted to answer that question in this video, showcasing our work in universities.

Thanks to contributors Professor Frank Finlay, Dean of Arts and Humanities at the University of Leeds, and Katherine Bond, Director of the Cultural Institute at King’s College London. And to our friends at the production company, Impact Video.

February
15
2016

Vogel Wakefield newsletter, February 2016

The latest Vogel Wakefield newsletter is available. It focusses on our work in higher education. Plus the usual selection of blog posts and notes on our current reading.

February
11
2016

Reconnecting universities to their public purposes

obu

 

This is the final post in our series looking at how our counter-consultancy approach meets the needs of higher education institutions. Here we explore how interdisciplinarity and external collaboration can revitalise the public value of universities.

Interdisciplinarity and external partnerships provide a foundation for universities to renew their public value. This is because they grow out of the genuine and distinct strengths of a particular institution and point to how it can make a unique contribution to addressing society’s challenges. But this contribution can be realised only if there is clarity about the institution’s public purposes: the generic ones it shares with other higher education establishments and the distinct one that arise out of its own particular circumstances.

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February
10
2016

The emergent route to fostering interdisciplinary collaboration in higher education

networking

 

This is the third in our series looking at how our counter-consultancy approach meets the needs of higher education institutions. Here we explore the complex nature of university cultures and how we use conversation and reflection to mobilise distributed leadership.

Interdisciplinarity can address a university’s need for funds and a distinctive marketing proposition but also the individual academic’s need for compelling research opportunities. If each university has unique research strengths, these can be synthesised into interdisciplinary ventures which pursue approaches to research excellence that can’t be replicated easily elsewhere. This creates compelling reasons for funds, students and academics to gravitate to particular institutions. It counters a view of higher education as a largely undifferentiated, instrumental business with one which construes it as comprising diverse institutions each with intrinsic value and distinctive contributions to make to the world’s knowledge.

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February
09
2016

Interdisciplinarity and external partnerships: components of revenue generation and public value in higher education

library

 

Over recent years, we have developed a focus on supporting academics and managers in universities who are trying to foster greater interdisciplinary working and greater engagement with external partners. This series of blog posts reviews our learning in this area and explores how our counter-consultancy approach is especially suited to resolving challenges that higher education institutions encounter in pursuing interdisciplinary objectives.

Interdisciplinarity and external partnerships are distinct but closely related areas for universities. While disciplines represent communities of practice that transcend the boundaries of any one university, the idea of disciplines also serves as an institutional heuristic that facilitates internal ways of organising. But in their pursuit of research outcomes that deliver tangible value to society, universities are finding that questions that range across disciplinary distinctions are increasingly salient. This is largely driven by the complexity and pace of change of the modern world. Governments and other funders of research are searching for solutions to big global challenges that are best approached through joined-up interdisciplinary enquiries. Funding is increasingly focussed around themes such as demographic change and wellbeing, food security or climate change. External partners too, caught up in this complexity, are bringing research questions that range across disciplinary distinctions.

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March
02
2015

Vogel Wakefield Newsletter, March 2015

We’ve published our latest Vogel Wakefield newsletter. It discusses bringing coaching into the 21st Century (we may be 15 years into the century already, but this still needs to happen) and what a counter-consultancy approach to coaching might look like. Plus the usual selection of blog posts and notes on our current reading.

Sign up to receive it regularly.

February
13
2015

Coaching: a vocation for our times

Coaches follow in the tradition of shamans.

 

Book review: Coaching and Mentoring: A Critical Text, by Simon Western

Simon Western seeks to challenge and expand our view about what constitutes coaching but, in so doing, he also challenges and expands received wisdom on what it means to be a leader in today’s complex and fast-moving organisations.

Coaching is a young practice, scarcely a profession. On the one hand, it has an inferiority complex in relation to other helping professions, particularly psychotherapy from which it takes much of its sense of good practice. On the other, it is rapidly being colonised by big management consultancies and business schools who recognise coaching’s threat to their turf. Talk of codifying what coaching should be through accreditation and even regulation is a sure sign of vested interests attempting to appropriate ground for themselves.

Western’s book, Coaching and Mentoring: A Critical Text, investigates coaching as it is practised rather than how it is conceptualised in the literature. The strength of this approach is that it resists the tendency to reduce and constrain how coaching is defined. Instead, Western celebrates its diversity – from new age influenced life coaching through to corporate coaching interventions with their solutions-focussed processes and returns on investment.

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December
03
2014

Mindfulness plus narrative awareness equals critique

mindful revolution

Time for a mindful revolution?

 

This is the third and final part in my series on being and doing in coaching. In Part 1, I explained how I draw on mindfulness and narrative awareness in my work. In Part 2, I discussed the symbiotic link between being and doing, and the challenge to bring more of a sense of being to our doing.

Regular readers of this blog will be familiar with the critique of organisations that we have developed here: the idea that organisations could be less toxic places to work and could play a more positive role in addressing society’s problems. I don’t want to rehearse those arguments again but instead look at how they come out of the approach to coaching that I have been describing in this series. If coaching is, as I maintain, a way of facilitating unfamiliarity, it follows that it is potentially disruptive of the received wisdom in organisations – the things that are so taken for granted that it’s otherwise almost impossible to question them. By putting a premium on connecting with our embodied wisdom, our gut instincts and nagging doubts, it creates space to acknowledge the ways in which the things organisations ask of us might make us uneasy.

Where does received wisdom come from? Narrative theory tells us that it is shaped by the dominant culture of the age. In our age, the common sense is defined by neoliberalism: the idea that the market is the natural way to do things and, if we live with the consequences of the market, this will be better for everyone in the long run. More than that – and more pertinent to this conversation – it’s a common sense characterised by hyper-rationality in which the insights that comes from emotion, values and embodied wisdom count for little.

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November
27
2014

Being and doing are not mutually exclusive

A day's work is never done

A day’s work is never done

This is the second in a series of posts based on a talk I gave on being versus doing in coaching. Part one of the series looked at the influences of narrative and mindfulness on how I work as a coach. This post explores the tension between being and doing.

Being versus doing is an increasingly important question for our culture. We live in an era when time is at a premium. Time is money and we’re all under pressure to give as much as we can in the time when we contract our labour to others.

This doesn’t always equate to greater efficiency. In the years since our rubbish collections were contracted out to private management, there has been a clear shift in focus from quality of service to minimising inputs (both time and people). The bin men’s job was never pleasant but now they have to do it as if competing in a macabre version of It’s a Knockout. The rubbish gets collected, but much is strewn all over the place and the bins are left lying in random places – so neighbourhoods are left, in some respects, in a worse mess than before the bin men arrive.

Because this pressure on time can lead to a poor quality of working life, we come to put much more emphasis on our getting the most from our personal lives. So even away from work we don’t escape the pressure to get things done. Films to catch, rooms to decorate, walks to be done in inspiring places – not to mention routine essentials like laundry, shopping and cooking. We really need times of stillness and quiet: opportunities to calm the agitation and connect with ourselves and how we’re feeling about what’s going on.

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October
24
2014

How all organisations tend to the dysfunctional in their own way

Taylorism: not without its ethical claims.

Taylorism: not without its ethical claims.

 

Book review: A Very Short, Fairly Interesting and Reasonably Cheap Book about Studying Organizations by Chris Grey.

A Very Short, Fairly Interesting and Reasonably Cheap Book about Studying Organizations by Chris Grey took me back to my roots in sociology. It was a welcome, if disconcerting, journey which made me question whether, even from my critical perspective, I’m too complicit with the orthodoxy of our age.

The book deconstructs the managerialist consensus that construes organisations as being somehow apart from society, and amenable to direction in whatever way managers consider to be “efficient”. Efficiency, in this worldview, turns out to be the right of senior managers/shareholders to optimise the running of the organisation in their own interest. It does not lack an ethical claim. Taylorism, for example, freed factory workers from the tyranny of the gang leader and offered a fair day’s pay for a fair day’s work. But it led to a perverted extreme by which, to quote one of Grey’s contemporary examples, it can seem rational and legitimate to require machine operators to urinate on the spot in their clothes on the grounds that allowing lavatory breaks is too costly.

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