Home > Articles > Business & Management

  • Print
  • + Share This
This chapter is from the book

A New View Restated

At some point we need to stop running from one management fad to the next, from one management philosophy to another, and move forward by going back to the fundamentals of managing people so that they feel valued and significant. At the risk of sounding too idealistic, we believe that it is possible to change what's going on inside of our heads by listening more carefully to our souls and leading a little more from the heart than from some set of unnatural prescriptions for management success. If we don't change, we'll continue to have more days like this humorous sign describes:

There are days when as soon as you open your eyes, you know you are in over your head.
—From Me Mum Sez

We had to chuckle a little bit when one of our manager friends replied to an inquiry about how his work was going. His voice rose about an octave, actually just short of a scream, and he said something to the effect that "it's an H-E-double-hockey-sticks-week at work. Stress doesn't begin to cover what I'm experiencing. I'm lucky if I can squeeze in lunch and a call to my wife. When I finally get home, it's well after dark, and I'm so incredibly cranked up that I can't get to sleep."

Hell-week-at-work accompanied by new responsibilities and a plethora of new management techniques is not uncommon in today's organizations. New buzzwords pop up almost every day: diversity, time-to-market, collaborative individualism, 360-degree appraisals, de-jobbing, right-sizing, flexible compensation, internal strategies, and so forth.

Place all of this in the middle of a decade of downsizing, mergers, plant closings, leaner-meaner managerial organizations, restructuring and reorganizing, and it's no wonder that managers begin to question their own sanity about whether they should continue on as managers, or why they even became managers in the first place.

Deep down inside of each manager is a desire to feel more joy and serenity while at work. At the same time, managers realize that a multitude of personalities, talents, and skills must properly mesh if their business enterprise is going to succeed. At the end of a particularly frustrating day, many ask themselves, "Isn't there a better way? Is this really what management is all about? Am I truly enjoying what I am doing?" At the present time, managers seem more confused and befuddled than they have ever been. Although their knowledge of management processes and techniques is greater than ever, this knowledge is, in a way, less satisfactory, for in every direction they are faced with contradictions, clouded issues, and immense ambiguity.

We are reminded of the debate about the difference between management and leadership and whether you can have one without the other. The cry on one side is to build brilliant competitive strategies, while on the other side people are urging, "Don't compete with anyone, focus on your customers." At a time when some companies are touting TQM, others are writing articles about why TQM doesn't work. To top it all off, we just read a document about how identifying and building upon "core competencies" can hinder a company's progress! What is the world of management coming to?

Managers find themselves in a position where the world has become so complex that they know very little outside their own areas. Explosions in technology, new forms of analysis, and sophisticated systems of doing business are usually only known by the people directly engaged in those activities.

Managers frequently hold meetings with other managers and administrators and try to make decisions about how employees should do their work and how problems should be solved. To make matters worse, they often spend hours encouraging each other to believe things that they don't know a lot about and to develop policies and directions that won't work.

We call this phenomenon synergistic ignorance: the development of enthusiasm for plans from people who simply don't know, who have pooled their ignorance behind closed doors and developed a set of directions, rules, and guidelines that are supposed to help guide a group of frustrated employees who know more about the operations and their areas of expertise than do the managers.

Cheer Up!

This state of affairs should not be discouraging. On the contrary, it can be extraordinarily stimulating. Unrest provides the fuel for change and revolution. Our difficulties can be resolved by letting our imaginations and common sense construct and identify a few certain things that every manager can do to tap into the unused power of organizations. Managers and workers together have the power to turn organizations upside down and bring harmony and direction out of chaos. As you proceed forward in your quest, please keep in mind that failing to use the immense and unlimited potential of individual workers is extremely wasteful and is a travesty to society, to the organization in which the individual works, and to the individual.

As a tentative first step, we suggest that everybody—employees and managers alike—try "softer" rather than "harder." Ponder this oriental fable for a clue:

A young man traveled across Japan to the school of a famous martial artist. When he arrived at the dojo, he was given an audience by the sensei.

"What do you wish from me?" the master asked.

"I wish to be your student and become the finest karateka in the land," the young man replied. "How long must I study?" "Ten years at least," the master answered.

"Ten years is a long time," said the young man. "What if I studied twice as hard as all your other students?" "Twenty years," replied the master.

"Twenty years! What if I practiced day and night with all my effort?" "Thirty years," was the master's reply.

"How is it that each time I say I will work harder, you tell me that it will take longer?" the young man asked.

"The answer is clear. When one eye is fixed upon your destination, there is only one eye left with which to find the way."

So it is with many things! The harder we try, the poorer the result and the more frustrated we become. This seems to be particularly true when working with people. The day-to-day effort of trying to keep everyone and everything moving forward while at the same time trying to meet your special commitments as managers, supervisors, and administrators often leaves you breathless and fatigued.

  • + Share This
  • 🔖 Save To Your Account

InformIT Promotional Mailings & Special Offers

I would like to receive exclusive offers and hear about products from InformIT and its family of brands. I can unsubscribe at any time.

Overview


Pearson Education, Inc., 221 River Street, Hoboken, New Jersey 07030, (Pearson) presents this site to provide information about products and services that can be purchased through this site.

This privacy notice provides an overview of our commitment to privacy and describes how we collect, protect, use and share personal information collected through this site. Please note that other Pearson websites and online products and services have their own separate privacy policies.

Collection and Use of Information


To conduct business and deliver products and services, Pearson collects and uses personal information in several ways in connection with this site, including:

Questions and Inquiries

For inquiries and questions, we collect the inquiry or question, together with name, contact details (email address, phone number and mailing address) and any other additional information voluntarily submitted to us through a Contact Us form or an email. We use this information to address the inquiry and respond to the question.

Online Store

For orders and purchases placed through our online store on this site, we collect order details, name, institution name and address (if applicable), email address, phone number, shipping and billing addresses, credit/debit card information, shipping options and any instructions. We use this information to complete transactions, fulfill orders, communicate with individuals placing orders or visiting the online store, and for related purposes.

Surveys

Pearson may offer opportunities to provide feedback or participate in surveys, including surveys evaluating Pearson products, services or sites. Participation is voluntary. Pearson collects information requested in the survey questions and uses the information to evaluate, support, maintain and improve products, services or sites, develop new products and services, conduct educational research and for other purposes specified in the survey.

Contests and Drawings

Occasionally, we may sponsor a contest or drawing. Participation is optional. Pearson collects name, contact information and other information specified on the entry form for the contest or drawing to conduct the contest or drawing. Pearson may collect additional personal information from the winners of a contest or drawing in order to award the prize and for tax reporting purposes, as required by law.

Newsletters

If you have elected to receive email newsletters or promotional mailings and special offers but want to unsubscribe, simply email information@informit.com.

Service Announcements

On rare occasions it is necessary to send out a strictly service related announcement. For instance, if our service is temporarily suspended for maintenance we might send users an email. Generally, users may not opt-out of these communications, though they can deactivate their account information. However, these communications are not promotional in nature.

Customer Service

We communicate with users on a regular basis to provide requested services and in regard to issues relating to their account we reply via email or phone in accordance with the users' wishes when a user submits their information through our Contact Us form.

Other Collection and Use of Information


Application and System Logs

Pearson automatically collects log data to help ensure the delivery, availability and security of this site. Log data may include technical information about how a user or visitor connected to this site, such as browser type, type of computer/device, operating system, internet service provider and IP address. We use this information for support purposes and to monitor the health of the site, identify problems, improve service, detect unauthorized access and fraudulent activity, prevent and respond to security incidents and appropriately scale computing resources.

Web Analytics

Pearson may use third party web trend analytical services, including Google Analytics, to collect visitor information, such as IP addresses, browser types, referring pages, pages visited and time spent on a particular site. While these analytical services collect and report information on an anonymous basis, they may use cookies to gather web trend information. The information gathered may enable Pearson (but not the third party web trend services) to link information with application and system log data. Pearson uses this information for system administration and to identify problems, improve service, detect unauthorized access and fraudulent activity, prevent and respond to security incidents, appropriately scale computing resources and otherwise support and deliver this site and its services.

Cookies and Related Technologies

This site uses cookies and similar technologies to personalize content, measure traffic patterns, control security, track use and access of information on this site, and provide interest-based messages and advertising. Users can manage and block the use of cookies through their browser. Disabling or blocking certain cookies may limit the functionality of this site.

Do Not Track

This site currently does not respond to Do Not Track signals.

Security


Pearson uses appropriate physical, administrative and technical security measures to protect personal information from unauthorized access, use and disclosure.

Children


This site is not directed to children under the age of 13.

Marketing


Pearson may send or direct marketing communications to users, provided that

  • Pearson will not use personal information collected or processed as a K-12 school service provider for the purpose of directed or targeted advertising.
  • Such marketing is consistent with applicable law and Pearson's legal obligations.
  • Pearson will not knowingly direct or send marketing communications to an individual who has expressed a preference not to receive marketing.
  • Where required by applicable law, express or implied consent to marketing exists and has not been withdrawn.

Pearson may provide personal information to a third party service provider on a restricted basis to provide marketing solely on behalf of Pearson or an affiliate or customer for whom Pearson is a service provider. Marketing preferences may be changed at any time.

Correcting/Updating Personal Information


If a user's personally identifiable information changes (such as your postal address or email address), we provide a way to correct or update that user's personal data provided to us. This can be done on the Account page. If a user no longer desires our service and desires to delete his or her account, please contact us at customer-service@informit.com and we will process the deletion of a user's account.

Choice/Opt-out


Users can always make an informed choice as to whether they should proceed with certain services offered by InformIT. If you choose to remove yourself from our mailing list(s) simply visit the following page and uncheck any communication you no longer want to receive: www.informit.com/u.aspx.

Sale of Personal Information


Pearson does not rent or sell personal information in exchange for any payment of money.

While Pearson does not sell personal information, as defined in Nevada law, Nevada residents may email a request for no sale of their personal information to NevadaDesignatedRequest@pearson.com.

Supplemental Privacy Statement for California Residents


California residents should read our Supplemental privacy statement for California residents in conjunction with this Privacy Notice. The Supplemental privacy statement for California residents explains Pearson's commitment to comply with California law and applies to personal information of California residents collected in connection with this site and the Services.

Sharing and Disclosure


Pearson may disclose personal information, as follows:

  • As required by law.
  • With the consent of the individual (or their parent, if the individual is a minor)
  • In response to a subpoena, court order or legal process, to the extent permitted or required by law
  • To protect the security and safety of individuals, data, assets and systems, consistent with applicable law
  • In connection the sale, joint venture or other transfer of some or all of its company or assets, subject to the provisions of this Privacy Notice
  • To investigate or address actual or suspected fraud or other illegal activities
  • To exercise its legal rights, including enforcement of the Terms of Use for this site or another contract
  • To affiliated Pearson companies and other companies and organizations who perform work for Pearson and are obligated to protect the privacy of personal information consistent with this Privacy Notice
  • To a school, organization, company or government agency, where Pearson collects or processes the personal information in a school setting or on behalf of such organization, company or government agency.

Links


This web site contains links to other sites. Please be aware that we are not responsible for the privacy practices of such other sites. We encourage our users to be aware when they leave our site and to read the privacy statements of each and every web site that collects Personal Information. This privacy statement applies solely to information collected by this web site.

Requests and Contact


Please contact us about this Privacy Notice or if you have any requests or questions relating to the privacy of your personal information.

Changes to this Privacy Notice


We may revise this Privacy Notice through an updated posting. We will identify the effective date of the revision in the posting. Often, updates are made to provide greater clarity or to comply with changes in regulatory requirements. If the updates involve material changes to the collection, protection, use or disclosure of Personal Information, Pearson will provide notice of the change through a conspicuous notice on this site or other appropriate way. Continued use of the site after the effective date of a posted revision evidences acceptance. Please contact us if you have questions or concerns about the Privacy Notice or any objection to any revisions.

Last Update: November 17, 2020