Travelling through northernmost Norway I am caught by the nature of scale. The grand and the delicate. The power and the finesse. In my awareness it becomes alive within me.
Every time we change our business or political structures, we provoke questions about our identity. Who really are we? What matters to us? How must we now connect? Here John Atkinson explores issues of identity and relationships in the light of the U.K. Brexit vote and the US 4th of July celebrations.
Whenever you try to reduce a complex dilemma to a binary issue you are wrong. The ‘Leave’ or ‘Remain’ question asked of the British people this week was therefore always incomplete. Politics in its most visible and visceral form tries to resolve issues in this way. The Brexit vote in the UK has brought to the fore tough questions of identity, relationships and information. These are Myron Roger’s dynamics of organising. He reminds us that it is by addressing issues at this level that meaning is made, trust is rebuilt and we take appropriate action. Only then will good policy, structures and protocols be formed. (By John Atkinson)
‘Take back control!’ was the slogan for the UK’s leave campaign. A palpable desire to have control over our own affairs throughout the campaigning and the vote to leave the EU. Yet the immediate aftermath of the vote is a brutal and sharp reminder that control is illusory. The harder you grasp for it the more slippery it becomes. Control does not reside in the structures we create or in winning a referendum. (By John Atkinson)
By John Atkinson. To vote Leave is not a choice to return to greatness but a confirmation of decline. It is to deny that we are intimately connected to Europe, and to pretend that we are in some way special, unique and different. God is not an Englishman and nor was St George.
By John Atkinson. If we genuinely believe the world to be a complex place, we need to consciously embrace that complexity, not suppress it. Once we do this, we realise we cannot resolve our activity into standardised processes without forever generating unintended consequences to our actions. Recognising the world we live in as a complex environment doesn’t allow us to control it
From John Atkinson. I get repeatedly asked about the difference between working with the ecosystem (or human system) and working with formal organisations. For me this is largely a perceptual difference and yet perception is a critical and deeply influential thing.