The Power of Foundational Principles

I recently read Nektarios Karanikas' new book “𝑮𝒆𝒏𝒆𝒓𝒂𝒍𝒊𝒔𝒎 𝒊𝒏 𝒂 𝑯𝒚𝒑𝒆𝒓-𝒔𝒑𝒆𝒄𝒊𝒂𝒍𝒊𝒔𝒆𝒅 𝑾𝒐𝒓𝒍𝒅” and am pleased to share my thoughts. It’s helpful to first set-out what this book is not about. It is not advocating for a particular method or proposing a certain approach. Similarly, this book is not about the practices of safety, risk, ethics or indeed any discipline. Think of this more of a navigational guide on how to approach thorny problems for which there is no singular answer and where a multi-disciplinary or principle-based approach would be beneficial. Equally, this is not a book with answers or simplistic remedies; it is guide for enquiry, self-reflection, and how to resolve conflicts and contradictions through critical thinking.

The book is organised in six parts, each containing between 3-6 chapters. I struggle to read long passages of text, so I was pleased that each chapter averages between 6-10 pages making it quite easy to dip in and out. Each chapter concludes with 5-6 points for reflection, along with some suggested actions. I found these concluding bullets a useful appraisee prompting me to reflect on the issues raised and consider how to turn reflection into action. The style of writing is approachable and does not require familiarity with academic concepts and the terminology is pragmatic. Outlined below is a summary of the first four parts of the book. I have focused on the sections that resonated most with me and which I could best summarise. The topics covered are broad and I cannot give justice to all. The final part of the book, for example, is an interesting discussion on change concepts exploring an individual versus a system view of change. There is lot of rich advice here that I may come back to in another article.

Part 1: Foundational Concepts

The first five chapters of Part 1 cover core theoretical concepts that underpin and interweave the subsequent five chapters. I was unsure what to expect with chapter headings on Definitions, Constructs and Classifications – essential topics, but perhaps not the most enthralling. However, the style of writing makes these topics interesting and the practical examples ensure the theory is both relatable and actionable.

A large amount of what we do in safety, risk and quality involves the use of definitions, models and constructs to create “professional truths” and yet there is limited discussion on subjectivity, bias, limitation and the potential inequalities that arise from their selection and use.

The text provides a good grounding on using constructs, simplification and definitions that everyone in a management role should receive. The summarised reflections at the conclusion of chapter 3 is a cautionary reminder on the use of social constructs:

• Critically evaluate them;
• Avoid oversimplifications;
• Seek a diversity of views;
• Challenge and redefine constructs; and
• Communicate nuance.

For me, the standout chapter was the one on Professional Ethics which explores various different ethical approaches, demonstrating how no single approach to ethics is universal and each can lead to different outcomes. This resonated because we often think of business ethics as singular and the different approaches demonstrated how alternative perspectives will provide differing answers. The practical application of this chapter comes through in the tables and frameworks. A good example of this is framework for ethical principles, which is based on the different schools of ethics. This framework helps unpack problems for which there is no singular ‘right’ answer, enabling us to consider the merits and limitations of each potential ethical approach. In world of increasingly priorities, where every option has no easy answer and has potential negative impacts somewhere for someone, we need frameworks like this to help us navigate a world of the impossible dilemmas.

Part 2: Dialogue and Storytelling

Professional communication is the explored in Part 2, beginning with an exploration of the use and value of storytelling. Given the importance placed on storytelling in workplace communication and the emphasis on using dialogue to resolve problems, the chapter is certainly topical. The discussion on distinguishing knowledge versus training and education resonated. Another useful model is provided to help assess the trustworthiness of a story.

The latter chapters explores the nature of different scientific disciplines, distinguishing between exact, inexact and hybrid sciences. As someone who challenges the belief that everything can be and should be measured (and conversely, if something is not measured, it is not being managed - when will this myth die 😡🤬), I found the historical perspective on the Greek concepts of logos and the focus on dialogue not measurement, very interesting. If this all sounds a little heavy, the concluding reflections and actions are particularly useful in distilling the key information into action. I’ll doubtless be returning to these summaries again.

Part 3: Energy, the Power of Change

Over three chapters, Part 3 explores the energy flows and exchanges within systems, networks and groups. The interpretation of energy is broad and includes classical Newtonian views of material energy, plus human energy (i.e. cognitive and emotional energy). This notion of energy as an amalgamation of material, cognitive and affective energies runs as a thread throughout the remainder of the book.

It is energy that powers social exchange and transformation within organisations, so we should pay great attention to it's creation and distribution.

The first chapter introduces the concept of collections, a general term for systems, networks and groups, their dynamics and interdependencies. There remains a tendency to view change in mechanical terms and debate the merits of different change methods, with little consideration of the context. Hence, I found the distinction between 'collection types' helpful in understanding the different change methods i.e. structured and deterministic planning (e.g. PRINCE2, DMAIC, PDCA, etc.,) versus an emergent, flexible method of change grounded in relationships, agility and dialogue.

The following chapters proposes a model to think about how energy is invested, flows and transformed within different types of systems. These concepts are expanded in the third chapter that considers energy exchange within organisational interactions. Nektarios argues that understanding the different energy exchanges is key to navigating complex systems and relationships.

I had to read these chapters twice to understand what was being argued, but once my slow mind grasped the concepts, I found the ideas interesting. There are some new models offered to support these different approaches and explain how needs and desires influence interactions between individuals within organisations. Overall, an interesting three chapters that certainly prompted me to think differently about emotions and motivations as energy flows and why organisational change sometimes succeeds, but often fails because desires and emotions are not adequately considered.

Viewing organisational change through the lens of energy flows and power imbalances, where needs and desires drive “energy investment”, and where energy sponsors or antagonists either support of obstruct change was interesting and different.

Part 4: Management, the Orchestration of Energy

Many of the ideas of energy as a force of organisational change are carried forward in Part 4 to reconsider classical ideas and theories of management. Nektarios reinterprets management as the orchestration of energy through three sequential stages: Sensing, Processing and (in)Action. Sensing requires gathering and interpreting signals from an environment (such as a market or organisation) to identify opportunities and challenges. These in turn trigger the processes of information that in turn drives action i.e. energy to be allocated.

This model broadens the view of management from the allocation of resources towards ensuring energy investments align with organisational goals, where urgency is balanced with stability.

Four management types are subsequently proposed that align with the reinterpretation of management. The chapter concludes with discussion of accountability, responsibility and trust. I found the final short chapter the most interesting, particularly the distinction between accountability and responsibility.

• Accountability is a retrospective obligation i.e. answerable for past actions and results.
• Responsibility is prospective, involving proactive tasks, decisions and consequences.

The closing reflections and actions of the final chapter have great practical utility and can be used to assess how organisations have allocated specific roles, duties and if responsibilities and obligations are effectively discharged.

Last Word

This book covers a large amount of ground in 255 pages, with many foundational concepts explained and new ideas introduced. The style of writing, the short chapters and monographic format means it is readable in short busts. Although the focus is on general concepts and theories that underpin specialist knowledge, Nektarios draws on his knowledge of risk and safety to make the ideas relatable. Concepts such as Work as Imagined and Safety Culture help make the concepts and theories relatable.

Whilst the theme of the book (generalist knowledge versus specialist expertise) is not unique, the practical tools, frameworks and concepts differentiate it. I certainly learned a lot of foundational knowledge that hitherto I had not been exposed to. Equally, I found the interdisciplinary approach refreshing. However, this is not “spoon feeding” and it requires the reader to contextualise the ideas to their own setting. It is a text that actively encourages the reader to self-reflect and re-examine their existing approaches, and consider how diverse perspectives and alternative methods from other disciplines could be applied. If you are seeking simplistic ready-made solutions or management by aphorisms and catch phases, this is not the book for you... But if you value diversity of approach, recognise complexity and are interested in “venturing off your professional reservation”, this is an informative and enlightening read. I certainly learnt a lot.