Dr Graham Robinson
Graham Robinson's career has been as a researcher and lecturer in the UK and the Netherlands (at the Royal Institute of Public Administration, Ashridge Business School and the Institute of Social Studies); as a senior manager and director in two multinational IT companies and as Director of a professional organisation and management development practice.He gained his PhD at Surrey in 2004 from research concerned with the learning and sense-making experiences of company directors and chief executives having accountability for major organisational change programmes in their companies. In 2010, as a Fellow of the University's Centre for Excellence in Professional Training & Education (SCEPTrE), he and colleagues explored the possible application of the Finnish Team Academy model of entrepreneurial education within undergraduate programmes within UK universities.
He is currently a Director of Akatemia, a CIC - community interest company - working with a consortium of UK universities to introduce and deliver fully accredited undergraduate Team Academy programmes that are team-based, and involve real world business learning where participants develop and run their own businesses at the core of their learning. The first of these programmes was launched in October 2013.
He is also a Director of the Society for Organisational Learning (SOL-UK) and a founder member of the Daedalus Trust, an interdisciplinary, educational research charity fostering research into issues of organisational well-being and, in particular, the nature and origins of 'hubris syndrome' on the part of some organisations and/or their leaders
A life-long interest in interdisciplinary research into issues of organisation, management and leadership has, following the research for his PhD, expanded to include phenomenological inquiry within these areas.
His research interests at the Surrey Business School focusses on organisational/leadership hubris and related issues
Books & Reports
“Unsecured Ladders: Meeting the Challenge of the Unexpected”, with John Harris; Palgrave Macmillan, 2009
“The Competence Toolkit”, with Paul Whiteley; Peter Honey Publications, 1998
“Managing after the Superlatives: Effective Management Development in the 1990's”, Hodder & Stoughton, Tudor Books, 1992
“Management Development: the long term payoff? Report to the Manpower Services Commission”, with Alan Mumford and Don Stradling; Manpower Services Commission, September, 1986
Journals & Conference papers
“Responses to the Unexpected: how leaders' patterns of sense making contribute to their success or failure in processes of organisational change”, with Paul Tosey, 8th International Conference on Studying Leadership: Leadership in Crisis, University of Birmingham, December, 2009
“When change is no longer enough: what do we mean by transformation in organisational change work?” with Paul Tosey, The TQM Magazine, vol. 14 No 2, 2002
“Shadows and Light: Paradoxes of Organisational and Personal Development”, 14th IODA World Conference, North Carolina, November, 1999
“Leadership, Transformation and Organisational Survival”, TMS Development International Conference, York, October, 1998
“Unlocking Potential: Reflections of a late developer”, Industrial and Commercial Training, vol. 30, Nos 6 & 7, 1998
“Management Development and transformation in the Guernsey public sector”, with Chris Hurley, Industrial and Commercial Training, vol 28, no 3, 1996