Browsing by means of a digest of management and leadership articles on an aggregating website, it wasn't tough to choose up the overall tenor of most of what was supplied. 'Three top strategies to obtain organisational effectiveness' 'five techniques to employ wise people' 'the seven "musts" of effective strategic planning'. Alongside these, my own articles need to have seemed an anaemic contribution. No grids, no frameworks, not top strategies.
As a social object, articles about management fit into a long and distinguished tradition of offering precepts about how to live your life modelled to begin with by the remarkable religions. There are ten commandments in Christianity, 5 pillars of Islam and the eight-fold path of Buddhism. Why not, then, have 5 things to bear in thoughts when performing strategic organizing? It's easy to don't forget and possibly offers a defence against anxiety if one could at least bear particular things in thoughts when undertaking some complex management initiative.
Secondly, the concept of offering three, 5 or seven (does it always require to be an odd number?) strategies for achieving one thing is consonant with the widespread humanistic concept that nature operates by rather simple guidelines underlying the complexity of what we encounter. The concept carried over directly into theories of management is that if we could identify these rather simple guidelines we could cut by means of the complexity of what we are dealing with. The concept is a comforting one that this daunting approach that we are engaged in is actually rather rather simple if we could just identifya couple of guidelines to cut by means of the mess, so that we could be at one with the mysterious forces that shape the universe. This aspiration for a kind 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 amazing amount of information that we have to screen every day by minimizing and simplifying, or, as I demonstrated in a prior article, by ignoring particular events in fast altering and dynamic situations. Largely 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 unquestionably destabilise the concept that we are making rational and conscious options about how we decide on to shape the world.
So, what are the issues with top strategies, grids and frameworks of tips? A number of difficulties arise from the fact that tips is regularly fairly generalised, so generalised in fact that it would be challenging to know what to do about it. Is it actually any assist to be supplied tips which counsels you only to decide on organization proposals which are most likely to succeed, or only to employ staff who are most likely to fit in, or only to decide on initiatives which will have a transformative impact on the organization? How will you know in advance? Promises of transformation regularly get bogged down in the politics of everyday life.
In addition, tips is ordinarily supplied on the basis that it is only the manager who is acting. The 'must-do's' can offer no insight into how other persons may respond to what the manager is attempting to do. In this sense they are not even half of what we may require to know in any situation, 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 location in certain contexts with certain persons with specific things going on and a history of relating that informs action and reaction. Generalised guidelines and tips can have absolutely nothing to say about these. You may make the case that the specificity of the specific situation, with all the constraints on action that these imply, are actually the hardest part about managing.
If managers obtain articles offering top strategies helpful, then it would be tough to argue against them. Having said that, 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 necessary and when, then actually they turn out to be a distraction from what managers could be performing to manage nicely.
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