Bundles Of Emotions
Without a doubt, the most impactful (and depressing) management book I’ve read over the past few decades is Matthew Stewart’s “The Management Myth“. In his unforgettable masterpiece, Mr. Stewart interweaves his personal rise-and-fall story as a highly paid management consultant with the story of the development of management “science” during the 20th century. Both tracts are highly engaging, thought-provoking, and as I said, depressing reads.
At the end of this post, I’m gonna present a passage from Matt’s book that compares the Winslow and Mayo approaches to “scientific” management. But before I do, I feel the need to provide some context on the slots occupied by Winslow and Mayo in the annals of management “science“.
The Taylor Way
Frederick Winslow Taylor is considered by most to be the father of “scientific” management. In his management model, there are two classes of people, the thinkers (managers) and the doers (workers). Thinkers are elites and workers are dumbasses. By increasing piece/hour pay, Taylor’s model can be used to mechanistically increase efficiency, although it doesn’t come for free. Executed “scientifically“, the increase in labor cost is dwarfed by the increase in profits.
The Mayo Way
Elton Mayo, although not nearly as famous as Doug MacGregor (the eloquent theory X and X guy who I liked very much before reading this obscene book), is considered to be one of the top “scientists“, and perhaps creator of, the human relations branch of management (pseudo)science. In Mayo’s management model, there are also two classes of people, the thinkers (managers) and the feelers (workers). Thinkers are also elites, but workers are bundles of emotions. By manipulating emotions, Mayo’s model can be used to “humanely” increase efficiency. But unlike the reviled, inhumane, Taylor model, the efficiency gains from Mayo’s “nice” model are totally free. A double win! Productivity gains in an ethical manner with no additionally incurred financial cost to the dudes in the head shed. Management is happy and the workery is a happy, self-realized community. W00t!
OK, now with the context in place, here’s the passage I promised:
Mayo’s drive for control makes Taylor look like a placard-waving champion of the workingman. The father of scientific management may have referred to his workers as “drays” and “oxen,” but with his incentive-based piece-rate systems he nonetheless took for granted that these beasts of burden had the capacity to make economic decisions for themselves on the basis of their material self-interest. In Mayo’s world, however, the workers of the world lack this basic rational capacity to act in their own self-interest. – Stewart, Matthew (2009-08-10). The Management Myth: Why the Experts Keep Getting it Wrong (p. 135). W. W. Norton & Company. Kindle Edition.
When I first read that passage, it sent an uncomfortable shiver down my spine. Was it as good for you as it was for me?
Shoving all the preceding BD00 drama aside, I’d rather be happy (and duped?) making $XXXX than be miserable making the same amount. I just wish that badass Matt didn’t throw his turd in my damn punchbowl! 🙂
In case you’ve been wondering why I’ve been relentlessly railing lately against the guild of agile coaches on Twitter, this post exposes my main motivational force. From what I’ve seen, the coaching community rarely, if ever, thinks or speaks or writes about where the fruits of their so-called 400% efficiency improvements end up. They either auto-assume that the tropical delights are doled out fairly, or the topic is taboo; undiscussable (RIP Chris Argyris).