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Lessons from Lockdown

Over the months ahead, we’ll be using this dedicated Transform Organisations page to host a discussion about the impact of Covid-19 and the lockdown on the organisations that we participate in and which help to shape our daily lives – a discussion focused on how thew virus has called into question traditional organisational relationships and structures, and offered new solutions.

We want to hear your views on how ideas and strategies developed during the lockdown are likely to become embedded in our day-to-day organisational assumptions and practices after the virus has passed. We want to understand how notions of ‘organisation’ differ in particular settings, whether the organisation is virtual or ‘real’ (or, as is more usually the case, some blend between the two), whether it provides services, manufactures or distributes goods, or offers kinship, whether it is large or small, highly distributed or concentrated, autocratic or democratic, whether its structures reflect or challenge societal structures and attitudes around social class, ethnicity or patriarchy.

The question that we pose is simple, but the answers complex and multiple: How might the experience of Covid-19 and the associated lockdown drive change in the various on and off-line organisations that we belong to, be they large corporations or community groups, monopolistic market leaders or micro-businesses? We might find ourselves in these organisations by choice, locality or birth. Critically, we want the discussion hosted here to explore how we might, as stakeholders in these multiple organisations, enlist the support of peers and co-workers, organisational leaders and policymakers in driving and reshaping organisational change.

To this end, please give us your feedback on the pieces that are posted, and contact us if you’d like to join the debate by offering a post yourself. We’re happy to re-post blogs first published elsewhere, provided that we have permission to do so. In particular, we’re keen to capture voices from a variety of sources in the UK and beyond, especially from those embedded in those organisations most often ignored in policy debates.

For those of you with a particular interest in education or community, we’ve already launched similar pages at TransformEducation.org.uk and TransformCommunities.org.uk. In the weeks ahead, watch out for the launch of a series of related pages exploring how the lessons of lockdown might inform and transform practice in other areas of public life, including politics, the (mis-called) third sector, health and social care, and leisure.

There are few positives to draw from the kind of pandemic that we are currently experiencing but maybe, just maybe, harnessing the lessons from lockdown for the reshaping and making of organisations that we work in, for and with is one such positive, and an opportunity that we have a responsibility to grasp.

A series of blogs on the nature of organisations, post Covid-19

 

Nyla-Naseer

Leading like never before: power relationships, post-lockdown

In this Transform Organisations launch blog, management consultant, author and social commentator Nyla Naseer explores the way in which the experience of lockdown is likely to leave an indelible imprint on many of our organisations, especially with regard to the power relations within workplaces; wherever an individual sits on the organisational map, this is likely to mean a re-casting of roles, responsibilities and relationships, a recasting that we would be wise to start preparing for now.


Lessons From Lockdown
In this incisive and timely piece of research and analysis Tony Breslin makes a powerful case for us to use the experience of crisis to pursue reform
Matthew Taylor
Chief Executive, Royal Society of Arts