Liar, Liar, Pants on Fire. We Don’t Really Want Management Science
By Michelle Malay Carter on January 5, 2008
I?read a post at Slow Leadership about the need for more management science and the love of the quick fix by managers.? The love of the quick fix is pervasive, not just with managers but with executives, Wall Street, and Boards as well.? A lack of science?is not a problem.? A large body of science already exists.? It’s just waiting for a little respect.
Espoused theory does not always align with practice.? We all would say we want to be healthy, but most continue to over eat, drink, and remain sedentary.
My experience has been that even the people who say they want science, deny it when it clashes with their dearly held beliefs.?
Jerry Harvey, author of the Abilene Paradox, calls the emotional crisis we encounter when?truth exposes our perceptions as distorted,?anaclitic depression.? He specifically stated that he believes the reason why executives refuse to embrace Requisite Organization, the only science-based, total-systems model for organization design and managerial leadership, is that it is too threatening to current management worldviews.? (Meanwhile, engagement scores and other research continue to find that they are not working.)
This moment of truth is a character choice point, we can embrace a new truth, which calls for changing our behaviors to align with the new truth, or we can deny it and remain within our comfort zone.
Ignoring validated management science is understandable?when you realize that it will take discipline, maturity, and hard work over years to?re-engineer their current systems and organizational structure to make productive use of the scientific principles that already exist.
The executives who are wise enough to grasp what I am offering?and who actually have the capability to successfully navigate a re-engineering, upgrading, and integration of their talent management system, organizational structure, and their managerial leadership framework, must also have the authority, character, and intestinal fortitude to embark on the adventure.? We’ve met?a few, and we refer to them as clientopia.
Most, however, choose the safety zone.? I’ve said before, safe is not the same as risk-free.? When the pain of today’s way surpasses the pain of embracing a new way, I’m here to work with you, Mr. or Mrs. Executive.
We?had a CEO of a respected, industry-leading, multinational corporation who was authentic enough to?say to us, “I know what you are telling me [about the need to re-engineer and integrate our systems] is the truth, but our business model is working well enough.? I’m not that far from retirement.? Good luck in your venture, but I’m not getting on board.”
Have you ever watched a leader pass on a plate full of potential for a portion of good-enough?? Do tell.
In the defense of executives, they are in a tough?spot.? Until we get beyond using quarterly financial measures as an indicator of success rather than holding executives accountable (and giving them the authority and resources) to bring about?long-term organizational sustainability, we will get more of the same.
I’m OK.? You’re OK.? Let’s fix the system.
If you know a character-strong executive who is looking for a better way but believes management science is a sham, send a link.? We need no longer rely on a wink and a prayer.
Filed Under Accountability, Corporate Values, Executive Leadership, Organization Design, Requisite Organization, Strategy, Talent Management
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