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Introducing complex systems using the red-blue exercise (2001)
Journal Article
Simpson, P. (2001). Introducing complex systems using the red-blue exercise

The red-blue exercise provides a powerful yet manageable example of a complex system in action. A systems analysis is offered that demonstrates how the exercise may be used as an educational tool to introduce the subject of complex systems.

Leaders achieving focus in the place of not knowing (2000)
Journal Article
Simpson, P., & Burnard, H. (2000). Leaders achieving focus in the place of not knowing. Leadership and Organization Development Journal, 21(5), 235-242. https://doi.org/10.1108/01437730010340052

The senior manager's role is to constantly identify and clarify what to focus on and then to direct energy into that focus. This involves learning to gain clarity of purpose within a context of uncertainty and disagreement: the place of not knowing.... Read More about Leaders achieving focus in the place of not knowing.

Using a red-blue exercise to facilitate learning about complex systems (2000)
Journal Article
Simpson, P. (2000). Using a red-blue exercise to facilitate learning about complex systems. Journal of European Industrial Training, 24(5), 291-296. https://doi.org/10.1108/03090590010372065

The red-blue exercise is an example of an iterated prisoner's dilemma (IPD) and is commonly used in educational and training settings to help participants to develop skills in conflict management, negotiation, and inter-group dynamics. In this paper,... Read More about Using a red-blue exercise to facilitate learning about complex systems.

The Upside of the Downside: How Utilizing Defensive Dynamics Can Support Learning in Groups (2000)
Journal Article
Simpson, P., French, R., & Vince, R. (2000). The Upside of the Downside: How Utilizing Defensive Dynamics Can Support Learning in Groups. Management Learning, 31(4), 457-470. https://doi.org/10.1177/1350507600314003

In this paper we suggest that it is important in management education to work with the defensive dynamics in learning groups. Through a consideration of the dynamics within complex systems, we argue that the ways in which these defensive dynamics are... Read More about The Upside of the Downside: How Utilizing Defensive Dynamics Can Support Learning in Groups.

‘Our best work happens when we don’t know what we’re doing’. Discuss (1999)
Journal Article
French, R., & Simpson, P. (1999). ‘Our best work happens when we don’t know what we’re doing’. Discuss

The article challenges the dominant assumption that the key to working effectively as academics, organizational researchers, consultants, managers or teachers is to know what we are doing. Instead, it proposes that learning comes from working at the... Read More about ‘Our best work happens when we don’t know what we’re doing’. Discuss.

Barriers, boundaries and leaks in an organization development intervention (1998)
Journal Article
Beeby, M., & Simpson, P. (1998). Barriers, boundaries and leaks in an organization development intervention. Leadership and Organization Development Journal, 19(7), 353-361. https://doi.org/10.1108/01437739810242496

Reflects on an organizational development (OD) intervention which addressed strategic culture change with the senior management team of a UK-based international manufacturing organization. In line with emergent theory and practice OD consultants, aut... Read More about Barriers, boundaries and leaks in an organization development intervention.

Managing oneself in role: A working tool for the management of change (1998)
Journal Article
Simpson, P., & French, R. (1998). Managing oneself in role: A working tool for the management of change. Public Money and Management, 18(2), 45-50. https://doi.org/10.1111/1467-9302.00115

Changes in the nature of work and in organizational structures in the UK public sector have had a major impact on working roles and relationships. The authors explore whether a new approach to organizational role could help managers in HM Customs and... Read More about Managing oneself in role: A working tool for the management of change.

A systemic approach to organizational role and the management of change (1997)
Book Chapter
French, R., & Simpson, P. (1997). A systemic approach to organizational role and the management of change. In F. A. Stowell, R. L. Ison, R. Armson, J. Holloway, S. Jackson, & S. McRobb (Eds.), Systems for Sustainability: People, Organizations, and Environments (709-713). Springer US. https://doi.org/10.1007/978-1-4899-0265-8_117

This paper describes an action research project undertaken over the period of one year with the senior management group of a Civil Service organization. Like much of the UK Public Sector in recent years, this organization has experienced a period of... Read More about A systemic approach to organizational role and the management of change.

The place of faith in management learning (1997)
Journal Article
Simpson, P. (1997). The place of faith in management learning. Management Learning, 28(4), 409-422. https://doi.org/10.1177/1350507697284002

This paper is an exploration of the place of faith in management learning. The popular myth that faith is merely a retreat from reality is tempered with the argument that faith can sometimes be an effective means of engaging with the risks and politi... Read More about The place of faith in management learning.

Organizational culture change and management development (1995)
Journal Article
Peter, S., Broussine, M., & Beeby, M. (1995). Organizational culture change and management development

The approach adopted in the facilitation of this change process was based on extensive experience of working in the Public Sector over the last decade. Culture change is a much debated issue, and whilst a rigorous examination of such approaches is be... Read More about Organizational culture change and management development.

Developing strategic processes for change in top management teams (1995)
Journal Article
Beeby, M., & Simpson, P. (1995). Developing strategic processes for change in top management teams. Executive Development, 8(1), 20-22. https://doi.org/10.1108/09533239510079527

Over the last five years we have been working as change consultants and management development practitioners in the public sector with senior and middle managers. This article describes the non-prescriptive approach that we have adopted in helping th... Read More about Developing strategic processes for change in top management teams.

Relative Values: Qualification Programmes or Non-assessed Development? (1994)
Journal Article
Simpson, P., Grisoni, L., & Cox, R. (1994). Relative Values: Qualification Programmes or Non-assessed Development?. Journal of Management Development, 13(5), 14-24. https://doi.org/10.1108/02621719410058347

The research outlined in this article has involved an extensive evaluation of six management development programmes run in partnership with client organizations of the Bristol Business School. A comparison is made between those programmes that offer... Read More about Relative Values: Qualification Programmes or Non-assessed Development?.

Facilitating public sector organisatonal culture change through the processes of transformational leadership: A study integrating strategic options development and analysis with the cultural values survey (1993)
Journal Article
Simpson, P., & Beeby, M. (1993). Facilitating public sector organisatonal culture change through the processes of transformational leadership: A study integrating strategic options development and analysis with the cultural values survey. Management Learning, 24(4), 316-329. https://doi.org/10.1177/135050769302400402

The management of change is increasingly important in the public sector. Legislative change and the demands of society are presenting new challenges to a sector that is, perhaps, noted more for its bureaucracy than its adaptability. The change goes... Read More about Facilitating public sector organisatonal culture change through the processes of transformational leadership: A study integrating strategic options development and analysis with the cultural values survey.