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AbstractIn 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.

"Consultancy is a lucrative industry dependent on the production and use of tools and techniques which hold out the promise of success for the organisations it supports: transformation, or greater efficiency and effectiveness, perhaps even culture change. However, a critical and important question is whether these promises are fulfilled in everyday practice in organisations. Is it possible at all for consultants to predict and control the changes that their clients ask for? This volume reframes the role of consultants from detached observers wielding a stable body of knowledge useful in all contexts, to that of skilled participants in the conscious and unconscious processes of organisational life. In this book, one of three in a series looking at complexity and management, the expert authors bring together their experiences to provide vibrant accounts of how to lead in everyday organizational situations using practical judgement. The book includes a brief historical introduction to complexity and leadership, real-world narratives illustrating concrete dilemmas in the workplace, and a concluding chapter that draws together the practical and theoretical implications. With both theoretical grounding and practical insights from managers and consultants in leading firms, this is an ideal resource for executives and students on leadership development and talent management programmes, as well as those undertaking higher education courses in leadership and consulting"--