In these times where the emergence of crises is seemingly unending, it might be instructive to step out of the chaos, just for a moment, to critically think about and reflect upon what we’ve experienced for a good number of years in organizations, institutions and society in regard to the phenomenon we call management. I purposefully avoid the use of the term leadership here simply because it is so misunderstood and too often self-ascribed in an attempt to elevate status. We’ll keep to the use of the term management consistent with that found in W. Edwards Deming’s Out of the Crisis, where he concluded, management is the problem! Continue reading
Carbon offset programs are failing as climate solutions. Of course they are! Paraphrasing Einstein, problems can’t be solved with the same system of thinking that created them. In other words, one can’t solve a systemic problem by applying the same system of orientation that was followed in creating the system and thus the problem.
Carbon offsets or carbon allowances, are market-driven solutions to the climate crisis that cannot possibly work, since they are devised by the very same system of thought whose consequence is the climate crisis; it’s a capitalist resolution to a capitalism caused problem! Continue reading
It seems opposition to proposals intended to help the greater mass of people, such as providing a livable wage or ensuring healthcare for all or having regulations that ensure a healthy and safe environment, quite often is that they would not be good for business. It does seem that business is opposed to being helpful to people in society, which is consistent with Milton Friedman’s (neoliberal) contention that a business enterprise has no responsibility apart from maximizing profit and shareholder value (over the next quarter).
So, who’s for business? Continue reading
Why has the use of analytics seemingly become the key tool of those in management? Why the unfettered use of analytics? Continue reading
The only thing constant in life is change—Heraclitus. With change being constant in life, change is not avoidable through life.
With this in mind, denying (the need for) change, is denying life. Refusing to deal with it in the present is refusing to be life affirming in the present. This way of being doesn’t stop change from arising—given its constancy—it only ensures having to deal with it in its extreme later. Continue reading
Fear is an emotion, a type of energy we all have available to us to help protect us against threats and danger. Thus the emotion of fear can be quite useful, unless of course it is the only or predominate energy that animates us. A fearful person—one largely motivated by it—will likely see danger and threats to him/her self everywhere and in most every other person. Moreover, when every other person is a potential threat to ones’ success toward fulfilling one’s goal in life, then fear of others—especially those not like oneself—inevitably emerges. Continue reading
Globalization has delivered, as it was intended, for the 1%. Globalization is not so much a paradigm, as some frame it, as it is a strategy of corporatist. It has preserved the gains of capitalism’s elite upper class by affording worldwide exploitation and extraction. Continue reading
Whether as a symptom of or as a commentary about the state of affairs of the U.S. economy we hear many (pundits especially) say the middle class is declining… if not disappearing. A growing number of people the state of affairs is quite stormy as they are finding it harder and harder to stay above water, yet for a select few who are smoothly sailing along it has never been better. Continue reading
In a December 3rd Harvard Business Review article (Rescuing Capitalism from Itself) Henry Mintzberg noted “since 1989, the United States has experienced some alarming changes, for example the massive infiltration of corporate money into public elections, disquieting levels of corruption in business, rising income disparities, and the decline, of all things in this country, of social mobility.”
How have these alarming changes come about? Are these the result of outside forces or are they the result of the economic system itself? Continue reading
A recent HBR article (Why companies are so bad at treating employees like people) by Herminia Ibarra speaks to the need to re-invent the workplace if there is to be human development at work. As Ibarra characterizes it, this re-invention requires “reimagining complex organizations so that they are more human and agile.” The implication seems to be that making organizations more human and agile involves solving the “thorny problem of developing people.” Continue reading