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It is important to think critically about how we develop leaders, particularly in highly unpredictable countries like South Sudan. This article gives an account of a yearlong reflective and experie...

In this article, we aim to look at the political, social and emotional world created by the UK’s House of Commons select committees and the part played by their chairs. Drawing upon the theoretical traditions of political anthropology (Spencer (2004, Anthropology, Politics and the State: Democracy and Violence in South Asia, Cambridge, Cambridge University Press)), group analytical theory (Foulkes (1948, Group Analytic Psychotherapy: Method and Principles, London, William Heinemann Medical Books)) and pragmatic philosophy (Dewey (1922, Human Nature and Conduct: An Introduction to Social Psychology, New York, NY, Henry Holt and Company)), we view the experience of individuals as relational, created in their interaction with other individuals and groups. The context is that select committees aspire to consider evidence impartially and work cohesively to hold government to account. Our focus is on the political work of the chairs of Commons’ select committees. Committee chairs, members and staff are constrained by the architecture, rules and rituals in their bid to achieve plausibility, but at the same time find the room to express individuality in the ways that they manage emotions and communicate with others through words, silence, bodily movements or facial expressions. By embodying the committee, and mediating between those involved, the work of chair involves walking between friends and enemies—forming alliances, dealing with disagreements and disciplining the unruly—to create the impression that select committees are above party politics.

The NHS is an organisation populated by groups who often compete with each other over sparse resources and avenues of influence. Professional rivalry is endemic in this situation as groups position themselves to acquire, consolidate and protect professional territory. In order to communicate and

An Occupational Health Service is described in this contribution, which offers support in working with complex organizational situations. A multi-disciplinary team engages with groups and individuals who need help with difficult organizational situations. A participatory approach is adopted in which the team endeavours to experience first-hand and make sense of the presenting problems. An example is given of working with a particular department in a busy District General Hospital and the type of intervention adopted. Central to the approach is a view of communication as a co-created process formed within relations of power. This is different from the traditional sender-receiver model of communication and the differences are emphasized. The dynamics and pressures of working within a Health economy predicated upon targets and performance are also explored.