How the Advice of the Past Can Save Us Now
Peter Drucker |
It was in 1954 that Peter Drucker first put forward his concept of "management by objectives" in his book, The Practice of Management.
The basic premise of Drucker's new idea was that organizations need to
jointly identify and align goals and responsibilities between employees
and management.
The business world embraced Drucker, and over the next few decades
organizations applied variations of the theory in an effort to motivate,
coordinate, quantify and monitor the contributions of employees.
Management by objectives -- and its detractors.
But, despite Drucker's tremendous popularity, there always was
criticism. It has been pointed out that management by objectives is
difficult to implement and that managers tend to overemphasize the
control aspect of the theory. Even Drucker eventually said, "Management
by objectives works if you know the objectives. Ninety percent of the
time you don't."
One prominent detractor of the management by objectives theory was W. Edwards Deming.
In turn, Deming was probably most famous for his "plan, do, study, act" cycle,
which also has been referred to as the Deming Circle. Although there
was much common ground between the two theorists, Deming put forward a
set of principles that argued against Drucker's management by
objectives, which Deming believed was "an attempt to manage without
knowledge of what to do."
Overall, Deming's work, which eventually led to the development of total quality management practices, asserted a reorientation of management away from metrics and control and toward people, creativity and leadership.
While the merits and shortcomings of these approaches continue to be
debated, there is no doubt that both Deming and Drucker continue to
inform business thought and practice to this day.
The last few decades have witnessed organizations dabbling in various forms of quality circles, ISO 9000, Six Sigma, lean manufacturing and strategic management.
Battle fatigue. Each iteration has been met with
opposition from the rank and file, if not from management itself. The
various concepts are astoundingly complex, if not ambiguous and
esoteric, and debates about theory, even among disciples of each system,
can become convoluted and overheated. Adherents and detractors alike
agree that these approaches are difficult to put into action.
For their part, employees quickly grow tired of working on the system
more than actually doing the work at hand. Some turn passive aggressive
toward the leadership's latest whim, since so many have been through
the cycle before. Managers and employees alike stubbornly refuse to do
the complicated steps, particularly when they begin to feel that they
are now being forced to do two jobs. And there is a big stick and no
carrot for being brutally honest about negative results. In practice,
much of the jargon-filled theory ends up as constant measuring and
tweaking of people.
The connected age, which is after all focused squarely on connecting
people, is ripe for a renewed emphasis on technology-based information
that works for people by allowing them to apply and communicate their
ideas as never before. That's rather than their constantly being turned
into time-drained, inferior machines set to tending high-maintenance
systems tools and metrics. An overemphasis on control and avoiding
errors only leaves people frustrated, depleted and angry. And this mode
leads to stifled creativity, as well as a reluctance to own up to and
learn from valuable mistakes.
As Drucker put it, "I would never promote a man into a top-level job
who had not made mistakes, and big ones at that. Otherwise he is sure to
be mediocre." If we can get past the gender-biased relics, Drucker
shared a powerful message about groups being allowed to risk and fail,
to learn and grow, without the burden of overly confident, misguided
notions of mastery.
In Out of the Crisis in 1982,
Deming made the noble point that to "manage one must lead. To lead, one
must understand the work that he and his people are responsible for."
Valuing people and relationships. Furthermore, for
Deming, "The greatest waste of management," he said "is failure to use
the abilities of people ... to learn about their frustrations and about
the contributions that they are eager to make."
Deming and Drucker were both genuinely focused on the value of people
and relationships. Both understood that good work requires balancing
responsibility to the group with individual freedom to make decisions,
and that good leadership does not focus on "people's weaknesses rather
than their strengths."
On the 60th anniversary of The Practice of Management,
perhaps it is time to revisit the full body of Deming's and Drucker's
work: It's an age that now more than ever cries out for leaders who
knows when to back off the watching, crunching and telling in favor of
showing, asking and listening.
Let's reconnect with Deming's and Drucker's ideas about people. Let's
revisit and apply their work on innovation and entrepreneurship. The
connected age will derive the greatest dividends from human beings that
are well led, engaged and connected. The two visionaries left society
with a tool kit to help people rise to their potential in the new age.
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