This Post Provides No Suggestions, Rules Or Strategies on Management

Browsing by way of a digest of management and leadership articles on an aggregating web site, it wasn't challenging to choose up the overall tenor of most of what was provided. 'Three best guidelines to attain organisational effectiveness' 'five ways to employ smart people' 'the seven "musts" of productive strategic planning'. Alongside these, my own articles need to have seemed an anaemic contribution. No grids, no frameworks, not best guidelines.

As a social object, articles about management fit into a lengthy and distinguished tradition of offering precepts about how to live your life modelled initially by the superb religions. There are ten commandments in Christianity, five pillars of Islam and the eight-fold path of Buddhism. Why not, then, have five things to bear in thoughts when performing strategic preparing? It's effortless to recall and possibly gives a defence against anxiety if 1 could at least bear certain things in thoughts when undertaking some complicated management initiative.

Secondly, the idea of offering three, five or seven (does it consistently need to have to be an odd number?) guidelines for achieving a thing is consonant with the widespread humanistic idea that nature operates by effortless rules underlying the complexity of what we knowledge. The idea carried over directly into theories of management is that if we could identify these effortless rules we could cut by way of the complexity of what we are dealing with. The idea is a comforting 1 that this daunting process that we are engaged in is truly rather effortless if we could just identifya couple of rules to cut by way of the mess, so that we could be at 1 with the mysterious forces that shape the universe. This aspiration for a type of mystical 'deep synergy' is evident in a number of prominent writers, not least Meg Wheately and Peter Senge.

Thirdly, we are pattern-forming animals who make sense of the wonderful amount of data that we have to screen every day by minimizing and simplifying, or, as I demonstrated in a prior article, by ignoring certain events in quick changing and dynamic scenarios. Mainly we are not even conscious of what we are screening out, so caught up are we in the hurly burly of what we are performing. This perspective would surely destabilise the idea that we are generating rational and conscious possibilities about how we select to shape the world.

So, what are the concerns with best guidelines, grids and frameworks of assistance? A number of difficulties arise from the reality that assistance is quite often especially generalised, so generalised in reality that it would be troublesome to know what to do about it. Is it certainly any aid to be provided assistance which counsels you only to select enterprise proposals which are likely to succeed, or only to employ staff who are likely to fit in, or only to select initiatives which will have a transformative impact on the enterprise? How will you know in advance? Promises of transformation quite often get bogged down in the politics of everyday life.

In addition, assistance is usually provided on the basis that it is only the manager who is acting. The 'must-do's' can supply no insight into how other persons could respond to what the manager is trying to do. In this sense they are not even half of what we could need to have to know in any scenario, unless we are intending to manage according to our precepts irrespective of how persons respond to us. And of course, how persons take up our suggestions is unknowable in advance of our offering them. Management takes place in certain contexts with certain persons with certain things going on and a history of relating that informs action and reaction. Generalised rules and assistance can have absolutely nothing to say about these. You could make the case that the specificity of the certain scenario, with all the constraints on action that these imply, are truly the hardest portion about managing.

If managers locate articles offering best guidelines beneficial, then it would be challenging to argue against them. On the other hand, if the articles are taken up as a substitute for thinking, and/or an escape from paying attention to the day to day interactions that inform our judgment about what is required and when, then truly they turn into a distraction from what managers could be performing to manage nicely.

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