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
Leadership, according to Peter Northouse (2010, p 3), is a process whereby an individual influences a group of individuals to achieve a common goal. So then is evidence of leadership the achievement of a goal by a group? Does the goal matter? Do the means matter? Continue reading
According to the mission of our materialist egoistic system of economics (aka capitalism) we are to accumulate, without limit, as much material wealth as we can and (individually) we are to do this by maximizing the satisfaction of our individual material self-interest. In other words one leads a successful life to the extent that one has realized material gain and amassed wealth—the greater the material gain, the more worthy and the more successful one is. Accordingly this is to be one’s goal in life, it is all there is to life itself! Necessarily, it follows that the pinnacle of self-interest behavior, of getting as much as possible for one’s self, having it all for one’s self, is greed—there is little doubt in this philosophy of life greed is good! Continue reading
When most people talk of leadership what they are really speaking to is the highest levels in the management hierarchy. They are talking about the legitimate authority positions in an organization. They speak of leadership as if it was a noun, a name we attribute to a person or position. Continue reading
How often, in either your workplace or community or on corporate television news, have you heard questions asked such as who allowed this to happen or what caused that individual do this after the occurrence of an undesired outcome or terrible incident? I suspect quite often. Continue reading
What happens when the larger-scheme-of-things is ignored and denied out of existence? Continue reading
The worldview underlying the capitalist system requires a way-of-being-in-the-world that has us believing that we each are independent competing entities each destined to pursue as much material gain as one can in our individual lifetime—the measure of life is the material gains accumulated. Accordingly we are led to think of our self and each other as separate independent entities, each seeking his/her own gain—there is no ‘We’ just a bunch of ‘Me’s’ consumed by getting and spending. Accordingly we seek dominance and control over everything out there in order to exploit them in service to the satisfaction of our immediate wants. It is all in the name and game of material self-interest gain and wealth accumulation. According to this worldview the only significant value is material value. Consequently, when value means material value, it is no wonder the reality we’ve created is one of strife, chaos and suffering. Continue reading
We blame corporations for contributing to climate change and governments for not taking action against the threats to sustainability and our very (continued) existence. But it is not our corporations or governments that exploit both people and Nature in pursuit of ever increasing profit and growth. Continue reading
Let’s imagine that we surveyed people asking them whether they are in favor of quality. What would we likely find? There is little doubt that overwhelmingly their response would be yes. What does this mean, what does this imply? Continue reading
Management gets rewarded for delivering results, and those (employees) who perform in their work get results. Hence (quite understandably) management must identify and embrace performers. The more performers there are the better (and easier) it is, especially for management.
Accordingly those who have been categorized as ‘a performer’—those who are above average—are often held up as exemplars: They are models of success, the standard bearers of what hard work and dedication to the job, to the organization and the economy can mean for each individual.
Who wouldn’t want to be labeled a performer? What manager, what organization wouldn’t want all to be above average? Clearly we must all aspire to be above average. If only every individual would just pick him or herself up by his or her own bootstraps! Continue reading