Blog← Older posts
The concept of management as a science has its origins in the aftermath of World War II. During that conflict the use of analytical disciplines drawn from operations research proved enormously useful in decision-making. After the war the hope was that the business use of operations research would form the basis for a science of management that used rational, evidence-based techniques and analytical methods to inform and improve decisions of all kinds.
The result was what I think of as a “Cartesian” theory of management that assumed that:
- Decision-making is the essence of management
- Decision-making is (or should be) a conscious, logical, fact-based process that depends on certain premises (rules or principles)
- Corporations think and make decisions just like persons do: if you can change the rules or principles they use, you can change the decisions they make
Managers are portrayed as a detached, objective observers in search of “facts” and using deductive logic to predict and control the performance of organizations. They achieve this via the making of decisions and the issuing of crisp, actionable instructions accompanied by the appropriate rewards and sanctions. It is highly numerate view, with the mantra that “If it can’t be measured it can’t be managed” and even “If it can’t be measured it doesn’t exist.” Thought precedes action and the highest form of thought is conscious, deliberative, instrumental ‘scientific rationality’. Thus, management is a technical practice, like engineering, that demands the application of context-free principles in the efficient pursuit of goals that are often given externally. Deviations from this normative practice are the results of a host of human cognitive biases that stand in the way of managers achieving the gold standard of deliberative rationality.General, Leadership, Strategy, Uncategorized | Tagged Cartesian Theory of Management, change, complex adaptive systems, complex systems, Descartes, Knightian uncertainty, management science, meaning, positivism, pragmatism, Richard Rorty, scentific rationality | Comments Off on The Engineer and The Gardener: Management Science Versus Complexity Science
The respected management scholar, Donald Schön, began his 1987 book, The Education of the Reflective Practitioneras follows: “In the varied topography of professional practice, there is a high, hard ground overlooking a swamp. On the high ground, management problems lend themselves to solution through the application of research-based theory and technique. In the swampy lowland, messy confusing problems defy technical solution. The irony of this situation is that the problems of the high ground tend to be relatively unimportant to individuals or society at large, however great their technical interest might be, while in the swamp lie the issues of greatest human concern. The practitioner must choose. Shall he remain on the high ground where he can solve relatively unimportant problems according to prevailing standards of rigor, or shall he descend into the swamp of important problems and non-rigorous inquiry?”
Unfortunately, the concept of a business ecosystem has been largely captured by the high-ground dwellers in mainstream Anglo-American management. If you want to control something, treat it as an object and don’t allow it to move until ‘motivated’. With mainstream management’s emphasis on prediction and control, this is what has happened to business ecosystems. They are treated as static structures, waiting to be mapped, measured and set in motion, that is, designed by architects in lofty perches outside the system. This view of ecosystems-as-structures has mechanical appeal but little power. Missing from it are the dynamics of natural ecosystems and their capacity for generative metaphors and insights into the tensions between stability and change, the importance of scale and the workings of nonlinear causality.
Some key concepts from treating ecosystems as processes are:
- emergence, the discovery of novelty and the conditions that promote it,
- ecological succession as economies of scale assert themselves,
- attractors, especially rigidity and failure traps in which organizations can get stuck
- adaptive cycles and the roles of crisis and destruction in ecological renewal
- ecological versus engineering resilience and the dynamics of sustainability
- fitness and fitness landscapes in tension with conventional notions of goals, strategy and performance
- the power of acting one’s way into better ways of thinking and leadership as an emergent event
- the fundamental tension between continuity and change that confronts every reflective practitioner
Schön’s book was published over thirty years ago but his question remains relevant. Current counterparts to his topographical metaphors are the concepts of complicated and complex challenges. Complicated tasks, like putting a man on the moon and returning him to earth are risky, ‘high-ground’ problems that yield to engineering-technical approaches. Complex dilemmas, on the other hand, thrive in the swampy lowlands of uncertainty. How to raise thischild? How to create an enterprise in my situation? How to enable innovation in thisorganization with thesepeople, right hereright now? These messy, confusing questions require an ecological-adaptive approach tailored to each unique situation. The ‘what-to-dos’ may be generic, but the ‘how-to-dos’ are specific. History, context and narrative make every organization different.
In short, we have yet to exorcise from mainstream Anglo-American management the ghostly remnants of a positivist commitment to a values-free, analytic, explanatory, instrumental ‘Cartesian’ science of quantities, with its search for general laws. This can be achieved only by embracing and containing it within a values-laden, holistic, interpretive, existential ‘Goethean’ quest for meaning.
Surely Peter Drucker would approve!
About the Author:
David K. Hurst is a management speaker, writer and educator. His latest book is The New Ecology of Leadership: Business Mastery in a Chaotic World (Columbia University Press 2012)
This article is one in the Drucker Forum “shape the debate” series relating to the 11th Global Peter Drucker Forum, under the theme “The Power of Ecosystems”, taking place on November 21-22, 2019 in Vienna, Austria #GPDF19 #ecosystemsPosted in Change, General, Leadership, Strategy | Tagged #GPDF19, attractors, complex systems, Descartes, Drucker Forum, ecocycle, ecological perspective, ecosystem, ecosystems, emergence, Goethe, meaning, narrative, Peter Drucker | Comments Off on Wading Through the Swamp – the Radical Power of Ecosystems-as-Processes
This is the video of my short plenary presentation at the 10th Annual Global Peter Drucker Forum held in Vienna on November 28 and 19 in Vienna. For all the video from the conference see: Global Peter Drucker Forum 2018 Video
Click here for my Medium article, Lead Like a Gardener!Posted in Change, General, Leadership, Strategy, Uncategorized | Tagged adaptive cycle, change, community, complex systems, ecocycle, ecological perspective, ecological rationality, ecology, ecosystem, Henry Mintzberg, leadership, meaning, means and ends, metaphor, mission, narrative, Pope Francis, The New Ecology of Leadership | Comments Off on Lead Like A Gardener: The Movie
British politics is in a real mess. Mired in the Brexit debate, its current predicament is best captured in the poetry of the Victorian writer Matthew Arnold; “Wandering between two worlds, the one dead, the other powerless to be born.” The British public, Remainers and Leavers alike, seems to be thoroughly sick of the whole topic and just want it to end. But it won’t. The UK and its parliament are caught in a social/systems trap.
This predicament can be visualized using the ecocycle, which is an ecological/complexity perspective on how complex adaptive systems function:
Enterprises, economic, social and political, are conceived in passion, born in communities of trust, grow through the application of reason and mature in power. As successful systems mature, however, they become over-invested in the structures and processes that perpetuate their success and suppress any disruptive threats. They get stuck in a success or power trap, which sets them up for crisis and destruction but with the possibility of renewal. This is where the Brexit process is at the moment, spinning in a spiral of crisis and confusion (between stages 4 and 5 in the diagram). Both Theresa May and Jeremy Corbyn are trying to preserve the current power structure by getting back to stage 3 (Conservation) but Brexit has altered the political landscape and their efforts to do so are just keeping the system in the trap. The country needs to go forward but no one knows how.Change, General, Leadership | Tagged Brexit, change, community, complex adaptive systems, complex systems, creativity, David Cameron, ecocycle, ecological perspective, identity, Jeremy Corbyn, Labour, leadership, Matthew Arnold, Nigel Farage, Theresa May, Tory, UKIP, utility | Comments Off on BREXIT: A Study in Complexity
“Warm hearts allied with cool heads seek a middle way between the extremes of abstract theory and personal impulse” Stephen Toulmin, Return to Reason
In Masters of Management (2011) Adrian Wooldridge (Bagehot columnist for The Economist and frequent Drucker Forum participant) identified four defects in management theory:
- That it was constitutionally incapable of self-criticism
- Its terminology confuses rather than educates
- It rarely rises above common sense
- It is faddish and bedeviled by contradictions
After declaring management theory “guilty” on all charges in various degrees, he identified the root problem as an “intellectual confusion at the heart of management theory; it has become… a battleground between two radically opposed philosophies. Management theorists usually belong to one of two rival schools. Each of which is inspired by a different philosophy of nature; and management practice has oscillated wildly between these two positions.” He went on to identify the two schools as scientific managementon the one hand and humanistic managementon the other, concluding that, “This, in essence, is the debate between ‘hard’ and ‘soft’ management.”
It’s Not a Bug, It’s a Feature
It’s time to recognize our fundamentally divided nature as the essence of our humanity and that it is the practical weaving together of irreconcilable opposites that is the very warp and woof of our existence as human beings. It is not a bug but a feature of our success as a species and our ability to grapple with uncertainty by cooperating in groups much larger than the extended family. Managers and leaders must integrate this diversity. That takes art, craft, a little science, powerful metaphors and compelling stories, lots of stories.
The Engineer and the Gardener
Over the last sixty years the focus of Anglo-American management has been on means rather than ends. Many regard management as applied economics. The stress on efficiency has been very successful, at least according to the metrics it values. This engineering-technical approach, however, tends to view organizations as machines and people as instruments. The spotlight on utility and stability has led to an inability to address identity, purpose, innovation and change, especially in large-scale organizations. To do that requires an organic, ecological-adaptive approach – the earth-caked hands and patient habits of a gardener. Through this lens organizations are organisms and people are ends-in-themselves. The resulting tensions go with the job of being a manager and a leader.
Complicated and Complex Challenges
The engineering approach is not wrong. It works well in the natural sciences, but erratically in management. Complexity science tells us why. Project Apollo NASA’s program to put a man on the moon was a technically-complicated challenge. The cause-and-effect relationships were stable and understandable to engineers. On the other hand, raising children, starting new businesses or innovating in existing ones are complex challenges. The ‘components’ have minds of their own and causality has to be continually discovered and rediscovered. Complex challenges cannot be reduced to merely complicated ones, so managers are always grappling with an unknown compound of the two. When uncertainty rules ‘gardeners’ are needed.
The Individual and The Community
The engineering-technical approach to management emphasizes the role of the individual and neglects that of community, especially the role of the community in producing, not just individuals, but human beings. It privileges ‘I’ over ‘we’. There is much we can learn from the African concept of ubuntu, often translated as ‘I am because you are’. What makes us human is our connectedness with each other and the empathy that flows from that. The standard Zulu greeting is sawubona– “I see you.” The response is sikhona– “I am here.” Humanity is a quality we owe to each other. It follows then that management is always both a moral and a technical practice.
Masculine and Feminine
There is widening discussion in management about the meager representation of women at the top of business. It’s time to recognize the systemic roots of this issue in theAnglo-American management’s mono-logical mindset and heroic, ‘make-it-happen’ ethos that crowds out everything else. Engineering sounds hard, tough, masculine and predictable. Gardening has a very different feel. Gardeners care, they nurture, they tend. They realize that young enterprises and emergent strategies have to be cultivated and grown not designed and built. They understand the ecology of the situation, discerning the possibilities in this organization, right here,right now. They have to select and plant, water and fertilize, train and prune – and sometimes uproot and transplant. It’s a subtle, indirect approach, always embedded in complexity and calling on multiple perspectives to ‘help it happen’.
A Single Mind with Two Brains
After this litany of tensions and dilemmas the good news is that we humans have evolved to handle paradox. Our single mind consists of two brains, two ways of being in the world that are in creative tension with one another. One way is concerned with the familiar, the other with the novel, the one with what’s predictable, the other with what’s possible, the one with what is fixed, static, decontextualized and explicit, the other with the variable, dynamic, embedded and implicit. The mind is a loom that continually weaves a fabric of meaning, where the whole is greater than the sum of its parts.
East and West
Gardeners and engineers, yin and yang; the Taoist polarities capture well the weaving dynamic of management. Evolution uses a dual model, with a creative dynamic between female and male, as its default for its key mission – the production, care and development of the next generation. Gender is not destiny, but both roles must be played. Why would it be any different for creating sustainable organizations and societies? As managers we need a dual-systems view; a ‘dialectic of polarity’ as Drucker called it, between the existential and the instrumental, complex and complicated. This will take a social movement, a community of practice and some gardeners who also know how to be engineers. And have the judgment to know when.
Posted in Change, General, Leadership | Tagged Bagehot, change, complex, complex systems, complicated, ecological, efficiency, engineer, engineering, existential instrumental, gardener, innovation, opposites, sawubona, sikhona, stability, Taoism, tensions, Toulmin, ubuntu, Wooldridge, Zulu | Comments Off on The Engineer and The Gardener: the Central Tension in 21st Century Management
The Ecology of a Social Movement: The Quakers and Social Reform – Public Talk RSA London December 7 2018
On Friday December 7 2018 I will be at the RSA’s Rawthmell’s Café 8 John Adam Street, London, speaking on the Ecology of a Social Movement, using the Quakers of the First Industrial Revolution as my example. They were an astonishing community of commercial and social entrepreneurs who had an influence out of all proportion to their small numbers. They featured in my book, Crisis & Renewal (1995/2002) and I have blogged about them before.
In this multi-media presentation I will outline an ecological model of change and use it to explore the Quakers experience, their origins in the turmoil of the English Civil War, their rise to commercial and social prominence in the 18thand early 19thCenturies and their subsequent decline.
The event will be held on The Steps, the mini amphitheatre that is part of the new Rawthmell’s Café at the RSA. I will look forward to seeing you there!
Posted in Change, General, Leadership | Tagged Anglo-Saxon capitalism, change, community, complex systems, ecocycle, ecological perspective, ecological rationality, innovation, leadership, narrative, Quakers, renewal, social change, social reform | Comments Off on The Ecology of a Social Movement: The Quakers and Social Reform – Public Talk RSA London December 7 2018
Lead Like a Gardener! – Agile and Design Thinking Will Become Management Fads Unless We Expand Our Concept of Management
This blog is a shortened version of a full-length article Lead Like a Gardener that appeared in Medium earlier this week.
Management is notoriously faddish. Managers can reflect on a long line of management innovations that attracted huge attention, were widely adopted and then gradually dropped as management attention wandered to shinier tools.
Is Agile Different?
Management writer Steve Denning argued in a recent Forbes column that Agile is different from all the others. All of his claims have merit but I think that they are largely irrelevant to whether Agile becomes a fad or not. The determining factor is the mainstream Anglo-American management mindset. This dominant ‘Cartesian’ view of management is that it is a technical practice, like engineering, with the same relationship to economics that engineering has to physics. It appeals to an individualistic ‘CEO’ theory of mind. This is the folk theory that we have only one conscious mind and that the manager is a detached, knowing actor/agent in a knowable world, rationally calculating (predominantly) his options and issuing crisp, actionable instructions. Accordingly to this Cartesian view all management innovations are seen as instruments – tools and techniques – to be wielded by such rational actors. This view is closely associated with scientific materialism, the philosophical belief in a universe of matter and that physical reality, accessed by the natural sciences, is all that exists.
The Rise and Fall of Business Process Reengineering
The rise and fall of Business Process Reengineering is the clearest illustration of the making and breaking of a management fad. First its very name implied that one was dealing with a mechanical, engineering process. The ‘reengineering’ tag was deliberately chosen because it was ‘hard, tough and masculine’ Secondly, a feature of BPR was its violent prose penned by the appropriately-surnamed Michael Hammer. This appealed to the two most common characteristics of American managers – aggression and impatience. Thirdly, BPR’s main advocates Michael Hammer and James Champy made it clear that knowledge of a particular business was unimportant for BPR to be a success: they were talking about “clean sheet” design. That was catnip for consultants.
By 1993 60% of Fortune 500 firms claimed they had either initiated BPR projects or had plans to do so. By 1994 a $50 billion consulting business had developed around it. By early 1995, however cracks were appearing. Reengineering projects were failing badly, often making situations worse. Reduced headcount had become the main corporate goal conducted under the banner of BPR. The three founders of the movement, James Champy, Michael Hammer and Thomas Davenport, all made public apologies, confessing that in their revolutionary fervour they had forgotten about people.
The Double Bind of Management Methodologies
The fate of BPR illustrates the double bind that the developers and peddlers of new approaches to management find themselves in. To ensure that a new approach has wide appeal they will be tempted to frame it as an efficiency tool, but if a methodology is used purely instrumentally it is unlikely to be effective. If, on the other hand, the creators emphasize the counter-cultural nature of the new approach it will be unlikely to achieve widespread use. One sees some proponents of both Agile and Design Thinking taking the first option, presenting them as linear, mechanical processes – an efficiency tool to do more work in less time, and a ‘roadmap’ for innovation.
Complicated and Complex Challenges: Engineering and Ecology
The Cartesian mindset isn’t wrong: it works well in the natural sciences. In management it’s limited in its applicability. It works when applied to predictable, machine-like systems, situations where the same inputs always produce the same outputs and cause-and-effect relationships between independent and dependent variables are stable.
The Cartesian mindset doesn’t work, however, when it is applied to complex systems where parameters are unstable, agents are interdependent and cause-and-effect is non-linear. Starting new business ventures is also like that. No venture is the same and what works in one situation may not work in another. Complex systems don’t yield to engineering-technical methodologies; they require an ecological-adaptive approach. Instead of thinking like engineers, entrepreneurs have to act like gardeners. They realize that nascent enterprises and emergent strategies have to be cultivated and grown not designed and built. They have to understand the ecology of the situation, what might thrive and what might die. They have to select and plant, water and fertilize, train and prune. At other times they may have to break out the chainsaw to clear away the deadwood, uproot and transplant, make a bonfire of the debris and plant anew. As managers they realize that no two situations are ever the same; history matters, contexts matter and stories matter.
Expanding Mindsets; Doing, Knowing and Being
The Cartesian mindset is baked into Anglo-American management theory and practice. As a result it overused and misapplied.
How does one change one’s mindset? Of course the Cartesians have an answer – all it takes is a conscious choice, like an engineer selecting welded connections over riveted ones. But this ignores that fact that ‘mindset’ is a multi-layered concept. A mindset can be as shallow as the selection of an explicit model or as broad as a worldview and as deep as a philosophy of life. At these deep levels a change in mindset demands a change in identity, an existential change in a way of being. Changes here take compelling experiences, not intellectual choices.
It Will Take a Social Movement Plus Much More
Expanding the Anglo-American management mindset will take a social movement plus much more. We are looking at a complete re-assessment of the theory and purpose of the corporation and its role as an organ of society. To make the situation even more difficult this reassessment of the role and purpose of the corporation will challenge the hegemony of the philosophy of scientific materialism and the scientific method as the only valid form of inquiry into the human condition. The universe may be made matter but we humans live in a world of significance, a world of ‘what matters’. Here history, context and narrative all matter. Once this is accepted the limits on the context-free, scientific method become clear and the importance of the liberal arts in general and the humanities in particular become recognized as valid forms of inquiry into the context-dependent human condition.
There Will Be Significant Opposition
As if all these requirements were not demanding enough, there will be significant opposition to this new, broader view of the human mind, the role and purpose of the corporation and the task of management. This opposition can be expected from both the management academy as well as mainstream management consultants, neither of whom have any interest in revising their view of management as an engineering and technical practice.
The only support for this model will come from management practitioners because it captures the reality of their experience, especially those in privately-owned companies and the not-for-profit sector. Managers in small and medium–sized companies can also be expected to be supporters. The management in large public companies may be more ambivalent. It is well established that successful organizations become more mechanical as they grow in size and exploit economies of scale. As such, the engineering-technical approach is more widely applicable to them than to any other class of business. The focus on quarterly reporting and short-term results argues against an ecological-adaptive approach that may take a long time to show results.
Leading Like a Gardener
The core to this challenge is the Anglo-American management mindset with its macho ‘make-it-happen’ management identity. Gardening has a much more feminine feel; gardeners care, they nurture, they tend. They are cooperative rather than competitive. It’s a subtle and indirect approach always embedded in a systems view and calling on multiple perspectives to ‘help it happen’. Certainly there are activist moments when gardeners must train and prune, uproot and cut down but these activities are always contained within the larger view.
But changes in identity are possible. In Team of Teams: New Rules of Engagement for a Complex World (2015), , General Stanley McChrystal explains how the confrontation with Al Quaeda in Iraq (AQI) posed a complex challenge rather than one of the complicated situations that his task force had been designed to handle. Their hierarchical structure and formal communication and approval processes were totally unsuitable for this encounter with an elusive, resilient enemy, whose organizational network morphed continually. McChrystal realized that he had to change the task force’s culture and ways of working into those of fast, flexible network that could match AQI’s for agility and speed of decision-making. The result was something he called ‘shared consciousness’.
What McChrystal’s account makes clear, like those of others who have been through similar experiences, is that it takes a compelling experience to expand the engineering mindset into an ecological one. Only when a situation’s demands are so pressing, unambiguous and anxiety-inducing can deeply embedded habits, one’s identity, one’s way of being, be changed. Only then can individuals truly set aside self-interest and collaborate with their peers in common cause. Where such experiences come from is as varied as the situations in which people find themselves. Mass conversions of this kind typically take place in the aftermath of some great event or crisis. But that’s what it’s going to take if agile and design thinking and other management innovations are not to become management fads and we are to develop a more sustainable approach to management and learn to lead like gardeners.
This is the immense new task of management, both in theory and in practice.
Posted in Change, General, Leadership | Tagged adaptive, agile, Cartesian mindset, CEO Theory of Mind, Champy, complex systems, Davenport, design thinking, ecological perspective, identity, leadership, management fads, means and ends, Michael Hammer, social movement | Comments Off on Lead Like a Gardener! – Agile and Design Thinking Will Become Management Fads Unless We Expand Our Concept of Management
‘The arts of life…turn out to possess their own special methods and techniques…Bad judgement here consists not in failing to apply the methods of natural science, but, on the contrary, in over-applying them’.
Isaiah Berlin, Political Judgement
Ever since the European Enlightenment reason has been regarded as the hallmark of our humanity. The French philosophes argued that it was the power of abstract thought that separated us from animals. Only reason promised a certainty that could free us from the tyranny of tradition, dogmatic faith and arbitrary rule.
Reason and rationality
There was, however, not a single Enlightenment. While the French took Descartes as their model and focused on the supremacy of his rational method, the English and Scottish Enlightenments emphasized its limits. For the British the essence of human nature was a moral sense of right and wrong and a natural empathy for others. For them reason meant reasonableness, not rationality. These different perspectives have led to radically different understandings of change in social systems, exemplified by the clash between the conservative Edmund Burke and the radical Thomas Paine and their differing views on the French Revolution. Burke saw it as an unmitigated disaster, a destruction of community and tradition that heralded the age of ‘economists and calculators’. Paine, on the other hand, cheered it to the echo.
American politicians have never quite figured out which branch of the Enlightenment they belong to. Jefferson and Hamilton took opposite sides and, despite his conservative views, even Ronald Reagan was fond of quoting Paine’s aphorism that ‘We have it in our power to make the world over again’. The divisions continue to this day. Conservatives, like Burke, are aghast at the thought of intellectuals trying to design and build what can only be grown, while the followers of Paine espouse progressive agendas to make the world anew.
American management, in contrast with politics, has never been in much philosophical doubt. One can track the roots of this confidence back to the 19th century influence of French thinking in the United States Military Academy at West Point, the nursery of so many early management pioneers. When the business schools were reformed in the late 1950s, Anglo-American philosophy was in a tight, analytic orbit. Academics aspired to make management a science in the mould of economics. Scientific rationality was seen as the only true knowledge and the scientific method as the only valid form of inquiry. Thus management was deemed to be a technical practice involving the application of theory. Organizational change was viewed as a rational, top-down, outside-in process, a perspective that reached its peak in the re-engineering craze of the 1990s. Even today, to be told that one is ‘rational’ is taken as a compliment and deviations from scientific rationality are described as ‘flaws’ and ‘biases’.Change, General | Tagged AI, analysis, big data, calculation, Cartesian, economists, Edmund Burke, Enlightenment, existential, French Revolution, Hamilton, identity, instrumental, Isaiah Berlin, Jefferson, Mercier, political judgement, pragmatism, rationality, re-engineering, reason, Ronald Reagan, Sperber, Steven Pinker, Thomas Paine, utility, West Point | Comments Off on Management Needs to Return to Reason
Language is rooted in metaphor. In their popular book, Metaphors We Live By (1982) George Lakoff and Mark Johnson showed the pervasive role that our embodied experience plays in our understanding of how the world works, or might work. We excel at grasping how one abstract object or experience is like another, more concrete one. Thus happy is ‘up’ as in “I feel up”, while sad is ‘down’. Sometimes the meaning has to be determined by context. When I say, “It’s all downhill from here,” it means that things are going to either get worse or get easier. Whatever the case, this perspective suggests that our minds are primarily analogical rather than analytical and that we think in frames before we think in facts. It’s the frames that determine which facts matter and what they mean.
This use of metaphor is particularly important when it comes to understanding cause-and-effect in complex systems i.e. interactions where causality is non-linear. If one wants to understand anyone’s view of causality in an organization look at the metaphors they use. The dominant frame in Anglo-American management theory and practice is that of the engineer, the manager as a lone, detached observer looking at a complicated machine whose workings are understandable, at least in principle. Objectivity and scientific rationality, prediction and control are the order of the day and the role of the manager is that of an actor/agent in a knowable world, rationally calculating (predominantly) his options and issuing crisp, actionable instructions backed up by sanctions and incentives. The mind of the manager is idealized as factual and forensic, rather like that of the hyper-logical Mr. Spock in Star Trek. I will call this view the ‘Cartesian Framework’ in honour of the debt it owes the French rationalist philosopher René Descartes, but it could also be called ‘Newtonian’ for its dependence on classical physics.Change, General | Tagged Cartesian, causality, change, complex systems, creativity, George Lakoff, Gilbert Ryle, innovation, language, Mark Johnson, metaphor, Newtonian | Comments Off on Cattle, Slaves and Automobiles: Driving Dangerously With Management Clichés
The theme of the 2017 Global Drucker Forum to be held in Vienna later this year is “Growth & Inclusive Prosperity – The Secular Management Challenge”. Dictionary definitions of prosperity mention a condition of being successful or thriving, especially economic well-being – a desirable accompaniment of living. What’s the essence of living then? Three Viennese psychotherapists came up with three distinctly different answers:
• Sigmund Freud (1856-1939) claimed that it was the ‘will to pleasure’
• Alfred Adler (1870-1937) argued that it was the ‘will to power’
• Viktor Frankl (1905-1997) contended that it was the ‘will to meaning’
All of them have a kernel of truth, for it’s difficult to imagine humans flourishing without each of these incommensurable components, although the mix would be different for every person. Perhaps they are stages in life. When one is young it’s mostly about pleasure; in adulthood our focus is on power and control and in old age we become makers of meaning. But we are always concerned with all three.
One suspects that Peter Drucker would have supported Frankl’s emphasis on our quest for meaning. Frankl wrote that meaning could be found in three contexts that were close to Drucker’s own experience:
• Through significant work and achievement
• Through relationships, love and caring
• Though suffering and courage in times of adversity
Once again, all three are surely necessary for a meaningful life. Frankl stressed the importance of the individual sense of responsibility that has to emerge from these experiences, the responsibility to accept the different tasks that life sets for every one of us and to find answers to the problems that we face. Echoing Nietzsche, he writes, “He (who) knows the ‘why’ for his existence, … will be able to bear almost any ‘how’”, which reminds one of Drucker’s thoughts on the primary responsibility of leaders to continually articulate the mission and purpose of their organizations.Change, General, Leadership | Tagged Adler, Clayton Christensen, community, complex systems, Drucker, Frankl, Freud, identity, meaning, means and ends, pleasure, power, prosperity, purpose, utility | Comments Off on Management: a Noble Practice ← Older posts
Subscribe to David's Blog
- September 2019
- July 2019
- April 2019
- March 2019
- November 2018
- October 2018
- March 2018
- July 2017
- April 2017
- November 2016
- October 2016
- June 2016
- May 2016
- April 2016
- March 2016
- December 2015
- November 2015
- October 2015
- May 2015
- March 2015
- January 2015
- December 2014
- November 2014
- September 2014
- July 2014
- June 2014
- May 2014
- April 2014
- March 2014
- February 2014
- January 2014
- December 2013
- November 2013
- October 2013
- September 2013
- August 2013
- July 2013
- June 2013
- May 2013
- April 2013
- March 2013
- February 2013
- January 2013
- December 2012
- November 2012
- October 2012
- September 2012
- August 2012
- July 2012
- June 2012
- May 2012
- April 2012
- March 2012
- February 2012