One of the main themes of Mats Alvesson and Hugh Willmott’s new edition of their book Making Sense of Management is that management, and the ubiquitous tools and techniques that accompany the practice are widely taken for granted as neutral, technical and helpful. In detail, and at length, they call these assumptions into question. Further, in a forthcoming article in the Journal of Management Studies, Alvesson, with his co-author André Spicer go on to accuse organisations of practising both knowledge and stupidity management. By stupidity management they mean the way that many organisations rush into adopting the latest management fad that everyone else is taking up, simply because everyone else is taking it up. They point to an absence of critical reflection and questioning in many organisations.
It is this process, endlessly rushing towards the next big idea provoked by an anxiety about keeping up with ‘the latest thinking’, or perhaps because of (self-imposed) coercion from peers or scrutinising boards and other agencies, that keeps the management shelves of bookshops filled to overflowing, and management academics and popular writers busy (and sometimes rich). Continue reading →
In the previous post I wrote about how paradoxes and contradictions produce unresolvable tensions for people working in organisations and often provoke strong feelings. For example, it is impossible to have reorganisation without including some people in the changes and excluding others, without having winners and losers, those who are satisfied and those who are not. All reorganizations are disruptions to power relationships which can sometimes be experienced as threats to identity or lack of recognition.
Last time I rehearsed some of the ways in which orthodox theories of management reduce the paradoxes of organisational life by turning them into dualisms, double binds, or separating them into sequential phases between stable states. In this post I will consider two other ways of re-presenting paradoxes in the form of idealisations and logic models. Continue reading →