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