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Inhaltsangabe
When newspapers across the country reported Capital Cities Communications' stunningly successful bid for ABC, The New York Times asked a senior official at another of Capital Cities' recent acquisitions, Institutional Investor, if it was true that Capital Cities left management in place when it took over a firm. "I was a little skeptical when the company was bought," he conceded. "But they create a sense of trust. It's a wonderful motivational device."
This concept of trust as a key to organizational effectiveness lies at the heart of Radical Management, Samuel A. Culbert and John J. McDonough's challenging new book. For years, the authors point out, business has been enslaved to a "rational" model of management that asks only that executives meet narrow organizational goals, regardless of the needs and views of those they work with. But while this bottom-line mentality can produce satisfactory results on the balance sheet, in the workplace its effects are often disastrous -- breeding misunderstandings, hidden resentments, infighting, and even costly power struggles.
Arguing that what many executives understand about the complex political forces at work in an organization "wouldn't fill the proverbial thimble," Culbert and McDonough propose a radical model of management: one that gives managers the insight they need into organizational politics to allow them to improve communication and share power. Generously illustrated with revealing case vignettes drawn from their extensive consulting experience, the authors' framework shows accomplished and prospective managers alike how to recognize and respect the inevitably differing talents, perspectives, and expectations that associates bring to their jobs. It reveals the enormously subjective influences at work in any organization and why they must be openly acknowledged and accommodated if managers are to promote cooperation and assure productivity.
Radical Management decodes and demystifies the vast majority of organizational conflicts in which executives at all levels so often become embroiled. Adding a human dimension missing from the "rational" model's hard-nosed, coldly analytic approach to management, Culbert and McDonough demonstrate how to foster the trust that generates teamwork, cements support for corporate plans, and -- yes -- boosts profits as well. Above all, they prove that trusting relationships in business make for more than good office morale: They're nothing less than "the most efficient management tool ever invented."
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Über die Autorin bzw. den Autor
Samuel A. Culbert is Professor of Behavioral and Organization Science at the UCLA Graduate School of Management. A licensed clinical psychologist, he has written extensively on organizational effectiveness, management education, small group processes, and the human element at work and shares a McKinsey Award from the Harvard Business Review. He is also author of the acclaimed book The Organization Trap.
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Chapter 1
The Subjective Element
Something is radically wrong with the mind-set that is being used at work. People are using an overly rational approach that implies more logic and objectivity than what actually exists. What is taking place is far more personal, far more subjective, and far more power-oriented and political than most popular theories lead one to expect. Managers control others far less than their words, plans, and actions imply. Systems and procedures are determined far more by personality and hard-fought compromise than the logical explanations used to describe and justify them would ever lead one to believe.
This book is aimed at updating contemporary management beliefs and practices. Its goal is to provide the insights and perspectives that allow managers to recast organizational events in ways that account for the subjective element -- that which actually determines how people see events, do their jobs, and transact with others. Everyone knows about the presence of subjective forces, but we find that what most people know doesn't make much of a difference. We have a perspective that will make it much easier for today's management to comprehend what is subjective and political in the workplace -- and to deal with it above-board and directly.
We decided to name this book Radical Management to underscore the extent of the change that is needed. And we use the term "radical" not as a dismissal of the past or to connote far-out modes of operating, but as a signal that now is the time to reassess the roles people and their subjective involvements play in creating organizational systems, and to encourage managers to seek alternatives to current self-limiting practices. Radical Management is our term for urging people to think more basically, to depart from present practices, and to consider alternative frameworks that take more account of the subjective forces that are part and parcel of each work event. People need to develop their capacities for reasoning from needs they see the system experiencing and from needs they see individuals experiencing to come up with new and more complete statements of problems. They also need to develop their capacities to reason from agreed-upon statements of problems to come up with new approaches and solutions that take more account of what is subjective.
Basic to this book's perspective are ideas for coping with organizational politics, which we think is a given in any organization and which people must learn how to deal with positively; ideas for promoting trusting relationships, which we claim is the most efficient management tool ever invented; and ideas for pursuing the contextsy which make one's actions understandable, useful, and organizationally valued. All of these ideas depend on understanding and inclusion of the subjective element.
But including the subjective element presents problems for a lot of people. It involves a way of reasoning that many find inefficient; it involves issues that many feel incompetent to handle; and, it involves a mode of thinking that runs counter to the overly objective conceptualizations that most people are accustomed to using. In fact we have discovered that the majority of people who downplay the importance of subjective considerations privately agree with statements of its importance but continue in the conventional mode for fear of assuming an orientation that will make them appear ineffective. Many would rather continue with misconceived orientations that allow them to appear competent than pursue a more valid course and risk not having the skills required to ensure its success.
The way we see it, the next wave of management thinking must include a perspective that will make it possible for managers to penetrate existing modes of reasoning to accomplish some things that current rationalistic approaches do not permit. It will have to be different because there is a class of high priority issues that resist solution even though they are the subject of constant managerial concern. Managers don't know how to switch tracks in dealing with them and we suspect that the conventional way of approaching these issues is a large part of why they resist solution. Major discrepancies are being raised but they are just not getting resolved. For instance:
* Despite all the rhetoric about human relations and the importance of communications, people experience power and hierarchy as far and away the most dominant forces in management today.
* Despite all efforts to pay people fairly and reward them for accomplishment and technical know-how, people increasingly believe that their rewards are dependent on organization politics where who you know and what they think of you are more important than actual contribution.
* Despite the fact that people want to belong to an organization in which they can believe and to which they can be loyal and sacrifice, on a daffy basis they believe it is loyalty to the boss and not loyalty to the company that gets rewarded.
* Despite open-door policies and statements by higher-ups that they want candid reports of what people actually think, few people believe they can tell it straight with confidence that their organization will tolerate their criticisms without costs to them.
* Despite the fact that managers are encouraged to compete and fight hard for what they believe, too often those who compete wind up in disrespectful and destructive relationships and, worst of all, they don't seem to learn from considering the substance of what their adversaries put forth.
* Despite the efforts of many companies to stream-line their management structure and to promote a spirit of entrepreneurship within the ranks, there are too many instances of overly cautious behavior that managers justify on the basis of the shabby treatment unsuccessful risk-takers receive.
* Despite pleas to middle and lower level management to think strategically and to build a long-term perspective into their unit's operations, these same people claim they are prevented from doing so by upper level executives whose year-end bonuses depend on short-term results and whose peace of mind depends on producing the quarterly increases in profit that keep speculation-oriented stockholders off their backs.
We wouldn't worry about discrepancies like these if we thought people were making progress. And their inability to solve them is not for lack of resources expended. In fact the back-up strategy for dealing with each of these discrepancies unfortunately appears to be longer and stronger with the same inadequate approach. No, more energy and more of the same type of resources are not going to fix discrepancies like these. But, we believe, different managerial reasoning will.
Our own view of management, and of the central role subjectivity plays in determining the course of organization events, has evolved over many years of consulting and being called upon to help managers deal with controversy and conflict in their efforts to develop more effective teamwork. Of course, such situations provide natural opportunities for us, as university professors and researchers, to analyze the structures that produce the problems we are hired to fix. They also provide opportunities to put theories we espouse in the classroom to their practical test. Thus our efforts to build teamwork and our theorizing about what managers need to learn to create more teamwork on their own have gone through a process of evolution until we arrived at where we are today.
Initially we took a human relations approach. Communications was the key. We thought improved teamwork and organization effectiveness would follow directly from people communicating openly with one another on matters of personal and work importance. Thus our role was clear. We identified...
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Radical Management: Power Politics and the Pursuit of Trust
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