Congratulations to these Delegates who attended the Bayswater Institute MasterClass in SocioTechnical Systems and the Imagine Method.
In solitude or with others, some things are too difficult to be dealt with directly. Sometimes we need to find a way to address underlying issues by circuitous means. My starting point is two-fold. It can be summed up by the two following sentences:
We are needful of harmony with each other.
We are needful of peace with ourselves.
- By ‘needful of harmony with each other’ I refer to the quality of the relationship we have with the others who come into and move out of our lives.
- By “needful of peace with ourselves” I refer to the quality of our self-knowing.
- By use of the Mindful Stories you and your team can address issues which are often beyond easy solution.
News manipulation is now a much-discussed reality of 21st century media ethics. Daniel Khaneman has identified that people have a tendency to respond to complex issues in a problematic manner – often making use of instincts (System 1 or S1) in knee jerk responses when a more rational (Systems 2 or S2) approach might be more appropriate. Simply put, human beings have a flawed process for problem structuring. In research carried out between 2015-16 with people engaged in and concerned with climate change, a series of interviews were undertaken concerning public attitudes to fear as a major force in the climate change debate.The results have paved the way to describing a process – the “paradigm of fear,” whereby fear can be weaponised in order to promote knee jerk responses to complex issues. The results of the research were published in a book (Formations of Terror) and a comic (Project Fear)* but lasting questions remain to be addressed: Is fear weaponised by lobbyists in order to promote public response? If fear is weaponised to prompt populations to change, is such action ethical and responsible? Do climate change activists have a responsibility to orientate arguments to the rational and reflective rather than the instinctive and automatic? Describing the formations of terror as a device for fear management, this paper explores the ways in which fear can and is used by all sides in the climate change debate and raises questions about the ethics of social manipulation for even the best of causes.
Simon Bell, United Kingdom
[Sen. Ed. Note: Bell prefers the title: “Fake News, Fear, Sustainability and the Paradigm of Fear: The Weaponization of Fear as a Lever for the Good?” ]
Much of this paper is drawn from and builds upon an earlier book. The fuller version of this paper is to be found in Bell, S. 2017. Formations of Terror. Newcastle Upon Tyne: Cambridge Scholars
*For more info: https://fearlessnessmovement.ning.com/blog/operation-project-fear-the-open-university-uk pp. 91-107
Post By Professor Simon Bell
In solitude or with others, some things are too difficult to be dealt with directly. Sometimes we need to find a way to address underlying issues by roundabout means.
My starting point is two-fold. It can be summed up by the two following sentences:
We are needful of harmony with each other.
We are needful of peace with ourselves.
By: “needful of harmony with each other” I refer to the quality of the relationship we have with the others who come into and move out of our lives.
By: “needful of peace with ourselves” I refer to the quality of our self-knowing.
These two precepts underlie the intention and content of the Mindful Stories method.
The intention of Mindful Stories is to provide prompts or ‘calls’ to mindful consideration of the various elements of our inner relations. In reflecting on the stories used by this method, you are encouraged to reflect upon your Self and your Self with others and with things. Others like your family, work groups and friends. Things like nature, technologies and events in your life for example, interviews and holidays.
Reflections prompted by the stories may include questioning your motivations and motives, assessing your strengths and your weaknesses, considering your impact on others and their effects upon you. You may find the stories mirror some obvious and explicit event in your life; you may find that the stories address implicit and subliminal sources of concern and anxiety.
The prompts or ‘calls’ contained in the stories are invitations to sublimate, to look below the surface of your accustomed responses to yourself, your social context and your relations with the things that surround you and to allow new ideas and responses to emerge. Looking below the task in hand to the task below can free us from restrictions, allowing us to move ‘through the walls’ of the presenting problem. This in turn can lead to responses which you might not have considered before.
In this process I make use of fictions, stories which are objects which can provide means to address subjective problems, but problems which are too sensitive to be openly addressed more directly at this time.
There are no intended outcomes other than success in your exploring.
WiG 2019: 5 days: 8th–12th July 2019
Royal Cambridge Hotel, Cambridge.
£2,500 per delegate (£1,200 non-residential).
Please book early.
WiG Intensive: 3 days: 1st–3rd July 2019
Royal Cambridge Hotel, Cambridge.
£1,500 per delegate.
Presented for the first time, WiG Intensive is intended as an advanced immersive event for the alumni of earlier WiG or the Bayswater ‘Midhurst’ Conference. Again, please book early.
The WiG Intensive three days builds upon your experiences of WiG and advances into areas such as: reading the group, understanding the unconscious in group work and refining your skills as a Double Task, GroupAware practitioner.
This handbook provides researchers and students with an overview of the field of sustainability indicators (SIs) as applied in the interdisciplinary field of sustainable development. The editors have sought to include views from the center ground of SI development but also divergent ideas which represent some of the diverse, challenging and even edgy observations which are prominent in the wider field of SI thinking.
Available from: https://www.routledge.com
Almost half of the world’s total population reside in rural and remote areas and a large number of these people remain deprived of most basic facilities like healthcare and education. It is deemed impossible for government with scarce resources in developing countries to open and run a health facility in every remote community using conventional means. One increasingly popular unconventional mean is the use of existing technology to improve exchange of medical information for the purpose of improving health of underprivileged communities. Telemedicine implies the use of information and communication technology to provide health care remotely from a distance. With the induction of telemedicine, patients who live in rural and remote areas can have increased access to medical services. In many developing countries, use of telemedicine however has been limited mainly to teleconferencing between primary and secondary/tertiary care facilities for diagnosis and management of patients. This system still requires patients from remote communities to travel, often long and arduous journeys to the centre where telecom and medical facilities are available. Health Care 4 All International, a not for profit registered charity is providing primary care to patients by taking telemedicine into their homes in remote communities, thus obviating the need and hardships of travel for patient.
Tariq Kazim ShahEmail author, Tasneem Tariq, Roger Phillips, Steve Davison, Adam Hoare, Syed Shahzad Hasan and Zaheer-Ud-Din Babar, Journal of Pharmaceutical Policy and Practice201811:3
Harold Bridger’s Double Task has been the foundational methodology underpinning our existence at the Bayswater Institute for the past 25 years. We are excited about the potential it offers and we know, that we haven’t made the most of it yet. This year, in 2018, we are hoping to make it more accessible to more people, because we have found that it provides the key to improving effectiveness in groups, increasing tolerance in teams and ultimately improved performance at an organisational level.
The Double Task is deceptively simple at its core. It invites people to work on the purpose and task of the group (Task 1), at the same time as reflecting on how they are working together on that task (Task 2). The underlying belief is that by reflecting on and improving how they work together, they will achieve their ultimate object more easily and effectively.
It is simple but it is not easy. Inviting groups to reflect on how they work together can generate in-depth and powerful conversations. These have the potential to be transformational, if we can navigate our way through them to the learning.
Our task at BI is to support people to become better navigators, using a variety of processes, which we hope eventually individuals and groups will take on, use and develop for themselves.
We are calling our approach GroupAware. Our objective with GroupAware is to provide leaders with a rapid and exciting means to engage in the work of groups in a reflective manner and thereby to gain a clearer understanding of group dynamics. Our challenge is to steer a course between going deep enough for real change to take place, but not so deep that the group becomes mystified and stuck.
We find that some people do develop an interest in some of the underlying principles of the Double Task, which is rooted in socio-technical and psychodynamic theory, and they can subsequently delve as deep as they like. People at the BI are happy to facilitate this deeper exploration if required.
In our work developing a GroupAware approach within Wisdom in Groups, we have drawn some inspiration from the work of Jon Kabat Zinn. He was a pioneer in the development of Mindfulness, which has proved an immensely helpful practice for many people. Mindfulness has deep roots in Buddhism, and both psychoanalytic and psychological interventions such as Cognitive Behavioural Therapy. But Kabat Zinn developed it into a straightforward and simple practice. Mindfulness is an easy and useful gateway to a deep field as well as a valuable method in its own right.
Simon Bell A personal reflection on some of the origins of GroupAware – an essay
The Use of Story in Communicating your Company Position in the Market
Positioning a company in a market is now a complex and multi-layered challenge. With many channels to communicate with potential customers there is potential for messages to become fragmented and diluted. The “Crafting your Message” workshop starts by reviewing your position in the market and linking this back to your strategy and plans for sustainability and growth. Whether you are promoting a product or service the approach develops your key themes about what you would want your potential customer to know about you and your company. The afternoon then goes on to explore these themes and build an approach that provides coherence and consistency across you communication plans. By bringing solid business analysis techniques together with storytelling approaches utilised in documentaries and film the day provides a unique insight into your communication planning.
The approach used in “Crafting your Message” is not industry specific and can provide broad and deep support for a wide range of sectors. However, the team has particular skills in digital health and working with health and social care. With the need for new ways of doing things in these areas the investment of one days work into the approach can help short cut some of the challenges in these areas and provides real value for money in accelerating your understanding.
The Ground between Theory and Use Explored through Case Studies in Organisations
In this book, Lisl Klein and Ken Eason look at the various issues involved when attempts are made to make use of the theories, methods and findings of the social sciences in practical affairs. They consider how human and social considerations may be successfully integrated with technical and economic ones in the design and development of organisations at work.
Their study is both empirical and theoretical. Its core is the examination of fourteen case studies from manufacturing and service organisations in Britain and Germany. The various projects were carried out by units within the organisations themselves, by university departments, commercial consultants and an independent research institute. Outside the field of organisations the the authors consider the background and strategies of a number of individual practitioners, and also an attempt at national level (in Germany) to make systematic use of research. Their study is informed by their own extensive experience as researchers and practitioners of social science.
The book concludes with a discussion of what contributes to successful practice. Its findings will be invaluable to all social scientists interested in the application of their disciplines as well as to potential clients in the world of business and industry.
Published in 1991 the book remains relevant to contemporary issues of social science utilisation in organisations. It recognises the challenges of the social science practitioner in engaging with varied and complex dynamics within organisations. Further, that the goal of behaviour change is not well served by “packaged” approaches but must begin with the current situation in action. The case studies resonate with current attempts to introduce technology into the workplace and the recognition that the social context of behaviour change plays a key role.
KLEIN, L. & EASON, K.D. (1991) Putting Social Science to Work. Cambridge University Press, Cambridge.