Re: Manipulation LO800
C.J. Saft (saft@pipeline.com)
Sun, 16 Apr 1995 12:45:37 -0400
For the definitive operational terms for manipulation, I always return to
Niccolo` Machiavelli's THE PRINCE. Machiavelli believed that for princely
virtues one must do the following; "...If a prince wishes to maintain
himself, he must learn how to be not good, and to use that ability or not
as is required." Further, he stated, "I mean that he should seem
compassionate, trustworthy, humane, honest, and religious and actually be
so; but yet he should have his mind so trained that, when it is necessary
not to practice these virtues, he can change to the opposite, and do it
skillfully." Generally, one of the main themes of this classic states
that if the prince (or any leader) allows himself to be guided only by the
more humane values, then he will not be able to govern well.
My thoughts ponder this point of view in a fresh L.O. perspective. I
marvel at how many of the managers today seem to only partially "buy" into
the newer ideas of conducting business. They only appear to look for the
team learning, shared vision, system thinking, etc. until they feel as if
they have to bring the staff back to reality. Instead of using the
strength of this approach to resolve issues, they often tend to deftly and
skillfully manipulate the structure in a manner that allows them to
override their will over the desires of the rest of the team.
Interestingly enough I am working with a manager who has a President who
mildly fits this description. He even apologizes for it and blames it on
"old habits that die hard." The impact on the rest of the group is
enormous. They privately feel that their own empowerment is only as
strong as the President's tolerance point. Processes have frozen but they
still refer to the business as a team structure. I am advising the
manager to bring the issue in to the open --- to come out of his foxhole.
I also cautioned him to do so slowly and with careful support from the
others. He is to attempt to patiently and tactfully assist the President
that the team can self manage. The bad habits will change, especially if
the team can establish some trust.
In summary, I feel the term manipulation captures a cultural value that is
at least centuries old. The actual value is that the one in power knows
better than the sum of the group. Indeed I believe there are many
incidents when this is true. However, I do not believe that this is the
best vehicle for managing. In the last satellite downlink, Senge
responded to a question about how to get people to come out of "their
foxholes." He said you need to have people trust each other. Nested
inside the discussion of the manipulation issue is the implied topic of
how do you trust the people you work with.
BTW, I have been meaning to stop lurking and introduce myself. That is
still my intentions, but felt that I wanted to share my thoughts on this
matter first.
--
C. J. SAFT
K.A.T. (Knowledge Acquisition Technologies,inc.)
70 Pine Hill Park, Valatie, New York 12184
SAFT@ Pipeline.com 518-784-2200
Fax address upon request
Standard disclaimers apply