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Management of the Absurd: Paradoxes in Leadership
An original, contrarian philosophy that challenges today's leaders to look past the quick fix and deal thoughtfully with the real complexities of managing people.
In organizations, as in life, human behavior is often irrational -- and problems do not easily lend themselves to the simplistic answers and gimmickry offered in the myriad business "self-help" books and management training programs available today. In Management of the Absurd, Richard Farson zeros in on the paradoxes of communication, the politics of management, and the dilemmas of change, exploring relationships within organizations and offering a unique perspective on the challenges managers face.
In organizations, as in life, human behavior is often irrational -- and problems do not easily lend themselves to the simplistic answers and gimmickry offered in the myriad business "self-help" books and management training programs available today. In Management of the Absurd, Richard Farson zeros in on the paradoxes of communication, the politics of management, and the dilemmas of change, exploring relationships within organizations and offering a unique perspective on the challenges managers face.
172 pages, Paperback
First published January 1, 1995
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Displaying 1 - 30 of 45 reviews
July 29, 2008
We generally believe that human behavior in a corporate setting is rational, a game with deterministic rules. The implication is that if we can just study the rules well enough, especially by learning them from the right guru, any reasonably talented person will know how to win. An enormous management training industry in books, tapes, seminars, consultants, etc. exists to teach various versions of the rules.
"Management of the Absurd" aims to show how such logical, conventionally-wise approaches to management are just too simplistic, in that they do not take into account the paradoxes inherent in human nature. In much the same way that the financial decisions of real people, taken individually, are much more complicated and unpredictable than the simple-minded 'homo economicus' which basic economics requires for its explanations, the workplace behavior of real people is much more complex than typical management theories are able to capture.
Parent-child and boss-employee relationships are hardly analogous, but a parallel can be usefully drawn between management training and parenting manuals. No one expects to become a good parent just by reading a book. Similarly, the many aspects of working together successfully in an organizational context are too subtle to effectively systematize. So this book's intent is to describe, not prescribe.
I did not give the book a fifth star because some of the illustrative examples were uninspired: the tired old "lower the truck by letting air out of the tires" anecdote as an example of seeing things from a different angle, the popularity of both fast food and gourmet cookbooks as an example of coexistence of opposites, and a few others. Also some of the observations seemed trite, e.g., "nothing is as invisible as the obvious" and "every great strength is a great weakness". Having said that though, I did find most of the observations to be genuinely thought-provoking. They are listed below in chapter order.
1. the opposite of a profound truth is also true
2. nothing is as invisible as the obvious
3. the more important a relationship, the less skill matters
4. once you find a management technique that works, give it up
5. effective managers are not in control
6. most problems that people have are not problems
7. technology creates the opposite of its intended purpose
8. we think we invent technology, but technology also invents us
9. the more we communicate, the less we communicate
10. in communication, form is more important than content
11. listening is more difficult than talking
12. praising people does not motivate them
13. every act is a political act
14. the best resource for solving any problem is the person or group that presents the problem
15 organizations that need help most will benefit from it least
16. individuals are almost indestructible, but organizations are very fragile
17. the better things are, the worse they feel
18. we think we want creativity or change, but we really don't
19. we want for ourselves not what we are missing, but more of what we already have
20. big changes are easier to make than small ones
21. we learn not from our failures but from our successes -- and the failures of others
22. everything we try works, and nothing works
23. planning is an ineffective way to bring change
24. organizations change most by surviving calamities
25. people we think need changing are pretty good the way they are
26. every great strength is a great weakness
27. morale is unrelated to productivity
28. there are no leaders, there is only leadership
29. the more experienced the managers, the more they trust simple intuition
30. leaders cannot be trained, but they can be educated
31. in management, to be a professional, one must be an amateur
32. lost causes are the only ones worth fighting for
33. my advice is don't take my advice
"Management of the Absurd" aims to show how such logical, conventionally-wise approaches to management are just too simplistic, in that they do not take into account the paradoxes inherent in human nature. In much the same way that the financial decisions of real people, taken individually, are much more complicated and unpredictable than the simple-minded 'homo economicus' which basic economics requires for its explanations, the workplace behavior of real people is much more complex than typical management theories are able to capture.
Parent-child and boss-employee relationships are hardly analogous, but a parallel can be usefully drawn between management training and parenting manuals. No one expects to become a good parent just by reading a book. Similarly, the many aspects of working together successfully in an organizational context are too subtle to effectively systematize. So this book's intent is to describe, not prescribe.
I did not give the book a fifth star because some of the illustrative examples were uninspired: the tired old "lower the truck by letting air out of the tires" anecdote as an example of seeing things from a different angle, the popularity of both fast food and gourmet cookbooks as an example of coexistence of opposites, and a few others. Also some of the observations seemed trite, e.g., "nothing is as invisible as the obvious" and "every great strength is a great weakness". Having said that though, I did find most of the observations to be genuinely thought-provoking. They are listed below in chapter order.
1. the opposite of a profound truth is also true
2. nothing is as invisible as the obvious
3. the more important a relationship, the less skill matters
4. once you find a management technique that works, give it up
5. effective managers are not in control
6. most problems that people have are not problems
7. technology creates the opposite of its intended purpose
8. we think we invent technology, but technology also invents us
9. the more we communicate, the less we communicate
10. in communication, form is more important than content
11. listening is more difficult than talking
12. praising people does not motivate them
13. every act is a political act
14. the best resource for solving any problem is the person or group that presents the problem
15 organizations that need help most will benefit from it least
16. individuals are almost indestructible, but organizations are very fragile
17. the better things are, the worse they feel
18. we think we want creativity or change, but we really don't
19. we want for ourselves not what we are missing, but more of what we already have
20. big changes are easier to make than small ones
21. we learn not from our failures but from our successes -- and the failures of others
22. everything we try works, and nothing works
23. planning is an ineffective way to bring change
24. organizations change most by surviving calamities
25. people we think need changing are pretty good the way they are
26. every great strength is a great weakness
27. morale is unrelated to productivity
28. there are no leaders, there is only leadership
29. the more experienced the managers, the more they trust simple intuition
30. leaders cannot be trained, but they can be educated
31. in management, to be a professional, one must be an amateur
32. lost causes are the only ones worth fighting for
33. my advice is don't take my advice
March 5, 2011
สรุปสั้นๆว่าหนังสือเล่มนี้ต้องการจะบอกว่า
"มองรอบๆด้าน อย่าคิดด้านเดียว ไอ้ที่เรา ไอ้ที่ว่าเขา ไอ้ที่ว่าคนอื่นๆว่าดี มันก็มีด้านไม่ดีเหมือนกัน และไอ้ที่ว่าไม่ดีมันก็มีผลที่ดีเหมือนกัน เรื่องความสัมพันธ์นะมันไม่มีวิธีการหรอกเฟร้ย!"
อ่านสนุกดี คนเขียนแบ่งเป็นตอนสั้นๆ สองสามหน้าตอนหัวเรื่อง ซึ่งก็จะยกตัวอย่างความไร้สาระของสัมพันธ์ภาพของมนุษย์เรา และ Organization ที่เราไม่ค่อยคิด ไม่ค่อยได้มองมันในมุมนั้นได้เห็นภาพดี
"มองรอบๆด้าน อย่าคิดด้านเดียว ไอ้ที่เรา ไอ้ที่ว่าเขา ไอ้ที่ว่าคนอื่นๆว่าดี มันก็มีด้านไม่ดีเหมือนกัน และไอ้ที่ว่าไม่ดีมันก็มีผลที่ดีเหมือนกัน เรื่องความสัมพันธ์นะมันไม่มีวิธีการหรอกเฟร้ย!"
อ่านสนุกดี คนเขียนแบ่งเป็นตอนสั้นๆ สองสามหน้าตอนหัวเรื่อง ซึ่งก็จะยกตัวอย่างความไร้สาระของสัมพันธ์ภาพของมนุษย์เรา และ Organization ที่เราไม่ค่อยคิด ไม่ค่อยได้มองมันในมุมนั้นได้เห็นภาพดี
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September 1, 2020One of my favorite book about practical management.
Education is about set of rules
Experience is about exceptions
This book is about other side of the rules :)
Education is about set of rules
Experience is about exceptions
This book is about other side of the rules :)
December 30, 2008
If you are in a leadership/management position you need to read this book. The subtitle could read "How not to be a PHB." The pointy-haired boss loves to do management for the sake of management. This book would likely shock many managerial types with statements like "planning is an ineffective way to bring change," but when presented with the facts (and research) anyone with basic cognitive skills will see the statement is correct.
With 33 short chapters, the book is an easy read. Farson presents the material, not to teach some new skill, but to educate. With the exception of some poor examples, he does a great job getting the points across.
With 33 short chapters, the book is an easy read. Farson presents the material, not to teach some new skill, but to educate. With the exception of some poor examples, he does a great job getting the points across.
January 4, 2015
Not sure why I read this, but it was on a shelf... So why not?
March 26, 2020
Please note that my reviews aren't really review, they are more like my cliff notes that I take while reading books.
Do we really only learn from mistakes or our successes?
Does it matter if it's group success vs individual? (less accountability to oneself, but more to the team or vice versa)
Liberations often come from groups that appear content. Why? Because they have a taste for success or a better life and now want more. Think women and voting, negroes and equal rights.
And where does the leadership for these movements come from? The most or least repressed? Paradoxically, it comes from the least repressed because they have more power. Men had to help women. Adults advocate for children, etc.
Seeing the obvious - like the boy who suggested deflating the tires so a truck could be unstuck from the bridge.
Crazy leaders with small weapons are more likely to strike than big leaders who are likely to be rational.
The author states that bosses showed spontaneity, genuineness, and caring aren't skills. I disagree.
People (children and employees alike) respond to what we are, not what we do.(sensitive and caring or cold and indifferent)
Vulnerability in relationships is a requirement both at home, in marriage, work, etc.
We can't control people but we can leave an impression.
Problems can be solved, predicaments need to be coped with. Knowing the difference matters.
Problems like mistakes, disease happen and we can correct them
Predicaments come as a reaction to positive things. Crime is higher where people are richer. Prisons lead to repeat offenders
Technology can often create the opposite of its intended purpose.
Washing machines mean we expect cleaner clothes and now do more laundry.
Cars cause death
Side affects from drugs or death from surgery.
The problem with communication is that if we do too much, we lose interest.
Example if I get 100 diagrams, I'll never read them. But if I get 1, I will read it twice.
Form is more important than content. If you are well groomed you look smarter. Brits sound fancy, etc.
Where we sit matters. Head of the table = power
Circular table neutralizes power vs long table.
Sitting on the floor is a more casual equalizing setting than a table…
The best resource to solve the problem is the person who presents the problem.
If I'm sick, I know what I need. If I am tired of carrying water, I know I need a better system than buckets…
Catastrophes often force long term positive change. - Death forces a new CEO to come into office.
Bankruptcy forces you to redefine your priorities.
People will always complain about stuff, it's what they are complaining about and how that matters:
ex: Low order : it's too hot, not paid enough,
middle order - complaints beyond themselves and worry about others.
high order - revolve around self actualization. Like - I don't think I'm being utilized enough.
Gradual s bold moves. Sometimes it's better just to rip off the band aid instead of small steps.
Success comes from continual practice, that's why crash diets don't work like proper diet modifications do.
When setting ground rules, it's important to encourage team work (raising a barn and lifting up others' ideas) instead
of celebrating individual achievements.
Beware that your strength may blind you to or cause your weaknesses (super strong, but not fast…)
Morale is unrelated to productivity - people are productive for lots of reasons.
Do we really only learn from mistakes or our successes?
Does it matter if it's group success vs individual? (less accountability to oneself, but more to the team or vice versa)
Liberations often come from groups that appear content. Why? Because they have a taste for success or a better life and now want more. Think women and voting, negroes and equal rights.
And where does the leadership for these movements come from? The most or least repressed? Paradoxically, it comes from the least repressed because they have more power. Men had to help women. Adults advocate for children, etc.
Seeing the obvious - like the boy who suggested deflating the tires so a truck could be unstuck from the bridge.
Crazy leaders with small weapons are more likely to strike than big leaders who are likely to be rational.
The author states that bosses showed spontaneity, genuineness, and caring aren't skills. I disagree.
People (children and employees alike) respond to what we are, not what we do.(sensitive and caring or cold and indifferent)
Vulnerability in relationships is a requirement both at home, in marriage, work, etc.
We can't control people but we can leave an impression.
Problems can be solved, predicaments need to be coped with. Knowing the difference matters.
Problems like mistakes, disease happen and we can correct them
Predicaments come as a reaction to positive things. Crime is higher where people are richer. Prisons lead to repeat offenders
Technology can often create the opposite of its intended purpose.
Washing machines mean we expect cleaner clothes and now do more laundry.
Cars cause death
Side affects from drugs or death from surgery.
The problem with communication is that if we do too much, we lose interest.
Example if I get 100 diagrams, I'll never read them. But if I get 1, I will read it twice.
Form is more important than content. If you are well groomed you look smarter. Brits sound fancy, etc.
Where we sit matters. Head of the table = power
Circular table neutralizes power vs long table.
Sitting on the floor is a more casual equalizing setting than a table…
The best resource to solve the problem is the person who presents the problem.
If I'm sick, I know what I need. If I am tired of carrying water, I know I need a better system than buckets…
Catastrophes often force long term positive change. - Death forces a new CEO to come into office.
Bankruptcy forces you to redefine your priorities.
People will always complain about stuff, it's what they are complaining about and how that matters:
ex: Low order : it's too hot, not paid enough,
middle order - complaints beyond themselves and worry about others.
high order - revolve around self actualization. Like - I don't think I'm being utilized enough.
Gradual s bold moves. Sometimes it's better just to rip off the band aid instead of small steps.
Success comes from continual practice, that's why crash diets don't work like proper diet modifications do.
When setting ground rules, it's important to encourage team work (raising a barn and lifting up others' ideas) instead
of celebrating individual achievements.
Beware that your strength may blind you to or cause your weaknesses (super strong, but not fast…)
Morale is unrelated to productivity - people are productive for lots of reasons.
September 11, 2019
This book would be the book I read again next year, next two years, next three years, ...
Why? As the normal person who could make decision before carefully analize situation, I need something to warn and make me realize. And of course, this book is one of that list!
In spite of the name 'Management of the absurd', I, the student, got many wonderful aspects of thinking to adopt in my life.
There are too many Chapter that touch me. So I would pick one of 33 chapters-Chapter 28: There are no leaders, there is only leadership that change my life most, especially the section of 'Leaders we don't recognize', which inspire introvert person like me to keep going on the suit path and could achieve successes by the way that suits me.
Proved by reading this book with my uncle, who recommended this book to me, the years before but not every chapter (that's why I didn't wrote down the date of the first time), this section came into my life when I was 20 and tired of trying to be too much extrovert since the fear of being behind the same generation and couldn't find the way out. And since that day this section kicked my eyes, my life is lighter, more relaxed, more self-actualizations, and made me more natural.
Thanks Mr. Farson! Thanks Uncle!
Why? As the normal person who could make decision before carefully analize situation, I need something to warn and make me realize. And of course, this book is one of that list!
In spite of the name 'Management of the absurd', I, the student, got many wonderful aspects of thinking to adopt in my life.
There are too many Chapter that touch me. So I would pick one of 33 chapters-Chapter 28: There are no leaders, there is only leadership that change my life most, especially the section of 'Leaders we don't recognize', which inspire introvert person like me to keep going on the suit path and could achieve successes by the way that suits me.
Proved by reading this book with my uncle, who recommended this book to me, the years before but not every chapter (that's why I didn't wrote down the date of the first time), this section came into my life when I was 20 and tired of trying to be too much extrovert since the fear of being behind the same generation and couldn't find the way out. And since that day this section kicked my eyes, my life is lighter, more relaxed, more self-actualizations, and made me more natural.
Thanks Mr. Farson! Thanks Uncle!
October 28, 2020
According to Dictionary.com, paradox is defined as:
1. a statement or proposition that seems self-contradictory or absurd but in reality expresses a possible truth.
2. a self-contradictory and false proposition.
3. any person, thing, or situation exhibiting an apparently contradictory nature.
4. an opinion or statement contrary to commonly accepted opinion.
I operate as a consultant in a world where clients ask for, and in many ways I am pressured to give, simple answers. Leaders want quick fixes to understand complexity and make progress. It is human nature to want to solve a problem as easily as possible.
Read more...
1. a statement or proposition that seems self-contradictory or absurd but in reality expresses a possible truth.
2. a self-contradictory and false proposition.
3. any person, thing, or situation exhibiting an apparently contradictory nature.
4. an opinion or statement contrary to commonly accepted opinion.
I operate as a consultant in a world where clients ask for, and in many ways I am pressured to give, simple answers. Leaders want quick fixes to understand complexity and make progress. It is human nature to want to solve a problem as easily as possible.
Read more...
November 6, 2023
Really good for thinking about things differently. Although I don't think I'm the target audience I did learn quite a bit. It is much better to view people as they are and don't try to change them, either change yourself or the situation. The theme of being genuine also stood out to me and I think will stick with me for a long time. Seems like a much better play than trying to sheme an organization where you mold people into your vision of what they should be. Much appreciated. Thank you Richard Farson.
October 23, 2021
Good, short book with many mini-chapters, each expressing a paradoxical idea in the world of business and management. Uneven (some of the ideas are more provocative and more interesting than others), but reading this book was nevertheless an extremely useful mental ex...[see the rest on my book review site.]
April 4, 2018
Richard Farson offers contrarian-sounding advice that is like a breath of fresh air. My only complaint is this bite-sized book is too short. I would have liked expanded case studies and more details for him to drive his points home.
May 3, 2022
Interesting little book about the absurdity of human nature and why over simplified, strictly logical approaches to working with others will probably not work out the way you think.
Thought provoking and enjoyable
Thought provoking and enjoyable
November 20, 2009
Excellent management books that uses a lot of psychology to change our way of thinking. Instead of talking about methods and techniques, he says that good managers will move beyond that and use their intuition and instincts. It's an excellent and short book that is a good foil to most of the leadership and management books popular today. Some of the information is a little dated when it comes to technology or the use of computers, but the philosophy and ideas are right on. How to change, how to learn from success, and very common problems good managers have. In particular, I liked the problem of rising expectations. If the manager is doing well and has high engagement, complaints don't taper off, they get worse. As people get more, they expect more. On the other hand, if they don't expect anything from a bad boss, there is not point in complaining. Interesting contrasts and surprises in this book.
Favorite passages:
We have seen the coexistence of opposites in management with the introduction of participative approaches designed to democratize the workplace. These approaches often do increase worker participation. But it is also true that hierarchy and authority remain very much in place, perhaps stronger than ever. That is because the executives who grant the workforce some amount of authority never lose any of their own authority. Granting authority is not like handing out a piece of pie, wherein you lose what you give away. It is more like what happens when you give information to someone. Although he or she may now know more, you do not know any less. p. 22
Deeply held ideologies and cultural values, tunnel vision, selective perception, deference to the judgment of others--these are all enemies in our efforts to see what is really going on. And when the invisible obvious is pointed out to us, we are likely to have one of two reactions: Either we will reject and ignore it, or more likely, we will simply say, "Of course!" thinking we surely must have known it all along. p. 28
"...most techniques drive their power from the context in which they are used; that is, they are in contrast to the way things are usually done. If a manager rarely pays attention to an employee and then begins to do so, the effect is quite dramatic. But if the manager is regularly attentive, the attention loses its power because it is not contrasted with its opposite." p. 35
from Abraham Kaplan to distinguish between a problem and a predicament:
"Problems can be solved; predicaments can only be copied with." p. 42
"The best executives soon discover that purely analytic thinking is inadequate. Predicaments require interpretive thinking. Dealing with a predicament demands the ability to put a larger frame around a situation, to understand it in its many contexts, to appreciate its deeper and often paradoxical causes and consequences. Alas, predicaments cannot be handled smoothly. p. 43
Praising people does not motivate them. It can be perceived as threatening, as an evaluation of the employee or as an attempt to change behavior. It can be shown as demonstrating your status, that you can sit in judgment over them.
"What really does release creativity and promote achievement is when a manager takes the time to get involved in the employee's work--learning the direction the work is taking, the problems and possibilities it presents, the way the employee is dealing with the task. p.65
"Finally, managers who experiment with participative methods open themselves up to abuse. Groups that are testing their leaders' ability to hear what they are saying or to accept their ideas can humiliate the leaders by resisting attempts to evoke participation. In such situations, managers who try to elicit ideas often become the focus of the group's complaints. Sometimes there is open hostility." p. 79
In an affluent organization one can get away with almost anything. Indeed, it is common for the leaders of such organizations to attribute their success to managerial practices that might not be at all effective in a less favorable business climate. p. 87
There is the absurdity. Only in an organization where people ARE in on things and where their talents ARE being utilized would it occur to someone to complain about those issues. What this means to the manager is that improvement does not bring contentment but its opposite. Absurd as it seems, the way to judge your effectiveness is to assess the quality of the discontent you engender, the ability to produce movement from low-order discontent to high-order discontent. p. 94
We need to fail often. If we don't, it means we are not testing our limits. It means we're not taking the necessary risks to improve our behavior.
When we are doing a series of things right, it gives us the strength and encouragement to continue--which leads to our greatest successes. p. 114
Planning is as vulnerable to fashion as any managerial activity. p. 124
Organizations change more often as a result of invasion from the outside or rebellion from the inside, less so as a result of planning. p. 122
Favorite passages:
We have seen the coexistence of opposites in management with the introduction of participative approaches designed to democratize the workplace. These approaches often do increase worker participation. But it is also true that hierarchy and authority remain very much in place, perhaps stronger than ever. That is because the executives who grant the workforce some amount of authority never lose any of their own authority. Granting authority is not like handing out a piece of pie, wherein you lose what you give away. It is more like what happens when you give information to someone. Although he or she may now know more, you do not know any less. p. 22
Deeply held ideologies and cultural values, tunnel vision, selective perception, deference to the judgment of others--these are all enemies in our efforts to see what is really going on. And when the invisible obvious is pointed out to us, we are likely to have one of two reactions: Either we will reject and ignore it, or more likely, we will simply say, "Of course!" thinking we surely must have known it all along. p. 28
"...most techniques drive their power from the context in which they are used; that is, they are in contrast to the way things are usually done. If a manager rarely pays attention to an employee and then begins to do so, the effect is quite dramatic. But if the manager is regularly attentive, the attention loses its power because it is not contrasted with its opposite." p. 35
from Abraham Kaplan to distinguish between a problem and a predicament:
"Problems can be solved; predicaments can only be copied with." p. 42
"The best executives soon discover that purely analytic thinking is inadequate. Predicaments require interpretive thinking. Dealing with a predicament demands the ability to put a larger frame around a situation, to understand it in its many contexts, to appreciate its deeper and often paradoxical causes and consequences. Alas, predicaments cannot be handled smoothly. p. 43
Praising people does not motivate them. It can be perceived as threatening, as an evaluation of the employee or as an attempt to change behavior. It can be shown as demonstrating your status, that you can sit in judgment over them.
"What really does release creativity and promote achievement is when a manager takes the time to get involved in the employee's work--learning the direction the work is taking, the problems and possibilities it presents, the way the employee is dealing with the task. p.65
"Finally, managers who experiment with participative methods open themselves up to abuse. Groups that are testing their leaders' ability to hear what they are saying or to accept their ideas can humiliate the leaders by resisting attempts to evoke participation. In such situations, managers who try to elicit ideas often become the focus of the group's complaints. Sometimes there is open hostility." p. 79
In an affluent organization one can get away with almost anything. Indeed, it is common for the leaders of such organizations to attribute their success to managerial practices that might not be at all effective in a less favorable business climate. p. 87
There is the absurdity. Only in an organization where people ARE in on things and where their talents ARE being utilized would it occur to someone to complain about those issues. What this means to the manager is that improvement does not bring contentment but its opposite. Absurd as it seems, the way to judge your effectiveness is to assess the quality of the discontent you engender, the ability to produce movement from low-order discontent to high-order discontent. p. 94
We need to fail often. If we don't, it means we are not testing our limits. It means we're not taking the necessary risks to improve our behavior.
When we are doing a series of things right, it gives us the strength and encouragement to continue--which leads to our greatest successes. p. 114
Planning is as vulnerable to fashion as any managerial activity. p. 124
Organizations change more often as a result of invasion from the outside or rebellion from the inside, less so as a result of planning. p. 122
September 21, 2019
amazing nuggets of wisdom about life generally can be found in this book.
summary link:
https://sivers.org/book/ManagementOfT...
summary link:
https://sivers.org/book/ManagementOfT...
This entire review has been hidden because of spoilers.
October 2, 2019
One of the best business and management books that was ever written. My compliments to the author.
February 12, 2021
An excellent book on the absurdities of human nature and how they affect management. I thoroughly enjoyed this book, and plan to keep it as a reference for the future.
July 6, 2021
A lot of good things can be learnt from this book, however last third of the book is rather lack luster in it’s quality overall.
May 24, 2022
An unconventional book that'll challenge your thinking about leadership. After years of leading people, I couldn't help but think that the paradoxes the author wrote about in this book are true.
June 18, 2022
Observations are nothing new, but some good phrasing.
September 13, 2024
Very few take aways. The points that are worthwhile are banal. The rest of it is standard tropes you'd find in Time or Cosmo.
February 23, 2020
I like a book with some good counter-intuitive thinking; indeed, that is what attracted me to this one. Some chapters make great counter-intuitive points, while others border on the banal and, well… absurd. Certainly, the overall point that management literature is often too focused on rational tactics and techniques is a fair one. When dealing in the world of people and emotion, there is often an element of irrationality that should be noted.
MEMORABLE POINTS IN THE BOOK:
“The more important a relationship, the less skill matters” — in the sense that it’s important to let one’s faults and humanity shine through, sometimes, even in a business context. Emotional intelligence could be considered a real skill, though, so I’d take issue with the way this chapter was worded.
“The more we communicate, the less we communicate” — certainly some food for thought, here, especially in the current era of obsession with the “open concept workplace” that supposedly facilitates more communication among employees but often doesn’t, as demonstrated in Peopleware. But Farson’s point is that, actually, even if there is more communication, that isn’t necessarily better either. Some things are better left unsaid. “Tact” is essentially a euphemism for speaking with less than full candor, after all. There is such a thing as over-communicating, citing Alex Bavelas’ line and circle experiment. Communication has its limits.
“Praising people does not motivate them” — praise can be used as a way of gaining status over people, as when a manager praises a subordinate, somehow making it clear that they’re in the position to judge. Praise is often a way of re-establishing the hierarchy. But when it is done infrequently and with sincerity, it has value.
“Planning is an ineffective way to bring about change” — this is certainly contrary to much of the management literature and to the entire Planning process group of the PMBOK! But, perhaps, PMI should consider incorporating more discussion of this cold, hard reality into the PMBOK: “planning is built upon the flawed idea that it is possible to predict the future. Yet the future almost always takes us by surprise. Since there is no good way to predict future events, there is no sure way to plan for them.”(p.122)
“People we think need changing are pretty good the way they are” — this can often be the case, when you look at the totality of someone’s performance. Do they have the “perfect” personality that you’d ideally like them to have? Perhaps not, but are they producing good work? Then, that is what really matters. “Once the team is built and begins working together… instead of continuing to want to change people, all those characteristics that may have concerned us at the outset become qualities we come to appreciate as simply being part of the way these people are.” — more acceptance should be practiced here.
“Morale is unrelated to productivity”—this chapter brings to mind Herzberg’s Two Factor Theory and hygiene factors. Hygiene factors are company policy, relationships with supervisors, working conditions, relationships with peers and subordinates, salary and benefits, and job security — all these can, certainly, affect morale on the job. Farson’s position is that such actions as holding parties, recognizing birthdays, sending notes etc. are often undertaken in a calculating manner to court employee favor, rather than as genuine appreciation. Rather, managers should behave so that their own respect for employees will grow. “We all tend to like people we do things for more than people we do things to, or people who only do things for us…the problem isn’t in raising workforce morale; it’s in raising their own morale as managers,” Farson writes. Again, food for thought.
“There are no leaders, there is only leadership” — this obsession with the strong individual personality of the “alpha” stereotypical leader is simplistic and — Farson writes — even inaccurate. “Leadership is less the property of a person than the property of a group — people who are leaders in one situation usually are followers in others. Leadership is situational, less a personal quality than specific to a situation.”
MEMORABLE POINTS IN THE BOOK:
“The more important a relationship, the less skill matters” — in the sense that it’s important to let one’s faults and humanity shine through, sometimes, even in a business context. Emotional intelligence could be considered a real skill, though, so I’d take issue with the way this chapter was worded.
“The more we communicate, the less we communicate” — certainly some food for thought, here, especially in the current era of obsession with the “open concept workplace” that supposedly facilitates more communication among employees but often doesn’t, as demonstrated in Peopleware. But Farson’s point is that, actually, even if there is more communication, that isn’t necessarily better either. Some things are better left unsaid. “Tact” is essentially a euphemism for speaking with less than full candor, after all. There is such a thing as over-communicating, citing Alex Bavelas’ line and circle experiment. Communication has its limits.
“Praising people does not motivate them” — praise can be used as a way of gaining status over people, as when a manager praises a subordinate, somehow making it clear that they’re in the position to judge. Praise is often a way of re-establishing the hierarchy. But when it is done infrequently and with sincerity, it has value.
“Planning is an ineffective way to bring about change” — this is certainly contrary to much of the management literature and to the entire Planning process group of the PMBOK! But, perhaps, PMI should consider incorporating more discussion of this cold, hard reality into the PMBOK: “planning is built upon the flawed idea that it is possible to predict the future. Yet the future almost always takes us by surprise. Since there is no good way to predict future events, there is no sure way to plan for them.”(p.122)
“People we think need changing are pretty good the way they are” — this can often be the case, when you look at the totality of someone’s performance. Do they have the “perfect” personality that you’d ideally like them to have? Perhaps not, but are they producing good work? Then, that is what really matters. “Once the team is built and begins working together… instead of continuing to want to change people, all those characteristics that may have concerned us at the outset become qualities we come to appreciate as simply being part of the way these people are.” — more acceptance should be practiced here.
“Morale is unrelated to productivity”—this chapter brings to mind Herzberg’s Two Factor Theory and hygiene factors. Hygiene factors are company policy, relationships with supervisors, working conditions, relationships with peers and subordinates, salary and benefits, and job security — all these can, certainly, affect morale on the job. Farson’s position is that such actions as holding parties, recognizing birthdays, sending notes etc. are often undertaken in a calculating manner to court employee favor, rather than as genuine appreciation. Rather, managers should behave so that their own respect for employees will grow. “We all tend to like people we do things for more than people we do things to, or people who only do things for us…the problem isn’t in raising workforce morale; it’s in raising their own morale as managers,” Farson writes. Again, food for thought.
“There are no leaders, there is only leadership” — this obsession with the strong individual personality of the “alpha” stereotypical leader is simplistic and — Farson writes — even inaccurate. “Leadership is less the property of a person than the property of a group — people who are leaders in one situation usually are followers in others. Leadership is situational, less a personal quality than specific to a situation.”
November 29, 2023
Short read but great contrarian ideas that challenge traditional management.
September 25, 2009
I learned the term "Iatrogenic" which means "physician-induced". "Examples are complications from surgery, side effects of drugs, infections that result from hospital stays. There are more than a thousand different diseases that would not exist if not for the practice of medicine and the exitence of hospitals. Half the time of any hospital staff is spent treating iatrogenic disease". The author was describing the phenomenon the introduction of the washing machine into the home promsied to end the plight of the homemaker who was routeinely spending almost an entire day washing clothes. But it also gave rise to the idea of wearing clean clothes on a daily basis. The resulting new standards of cleanliness created a need to wash clotes more often and the actual number of hours spent at that task remained the same. I.e. computers which were supposed to make a paperless office actually incresed the amount of paper in offices.
Anyway - the book was "okay". I felt like the author wanted to tell me *something* but wasn't quite sure how to say it. Besides the gem above, I mined out these beauties, too:
"Problems can be solved; predicaments can only be coped with"
"In human affairs some form of deception is the rule, not the exception"
"The invisible obvious can be made visible by anyone. It is often the most valuable service one can offer"
Manager do things right; leaders do the right things"
"Leadership is essentially the management of dilemmas".
'Nuff said already !!!!
Anyway - the book was "okay". I felt like the author wanted to tell me *something* but wasn't quite sure how to say it. Besides the gem above, I mined out these beauties, too:
"Problems can be solved; predicaments can only be coped with"
"In human affairs some form of deception is the rule, not the exception"
"The invisible obvious can be made visible by anyone. It is often the most valuable service one can offer"
Manager do things right; leaders do the right things"
"Leadership is essentially the management of dilemmas".
'Nuff said already !!!!
April 23, 2008
A fairly interesting read, discussing the absurdities frequently dealt with by managers. My favorite was the section of "grousing" related to Maslow -- high-level grousing means the employees basic needs are being met, so they start grousing about not being "fulfilled" or "self-actualized." I have personally witnessed and/or experienced many of the absurdities Farson discusses, but this one more than most -- once we take care of basic necessities (having the proper tools, the right schedules, the correct number of staff and the proper supplies), the team members start complaining that they are no longer "challenged," it has become all too easy, all too routine. *sigh*
This one spoke to me (at least, the me in the manager clothes 60 hours a week.)
This one spoke to me (at least, the me in the manager clothes 60 hours a week.)
July 1, 2011
People learn more or only from their successes.
Life is absurd.
Human affairs are filled with paradoxes.
The opposite of a truth is also true.
The more important the relationship the less skill matters.
Parenthood and management is not so much what we do, but what we are.
Games, tricks or rewards work to distance real relationships.
Genuinely respecting your colleagues can't be faked.
Effective teachers don't regard control as their majorn concern.
They trust the wisdom of the group. Their strength is not in control alone, but in other qualities... Passion, sensitivity, tenacity, patience, courage, firmness, enthusiasm, wonder.
Life is absurd.
Human affairs are filled with paradoxes.
The opposite of a truth is also true.
The more important the relationship the less skill matters.
Parenthood and management is not so much what we do, but what we are.
Games, tricks or rewards work to distance real relationships.
Genuinely respecting your colleagues can't be faked.
Effective teachers don't regard control as their majorn concern.
They trust the wisdom of the group. Their strength is not in control alone, but in other qualities... Passion, sensitivity, tenacity, patience, courage, firmness, enthusiasm, wonder.
July 11, 2014
Ugh. I like to mix in some business books with my pleasure books because it makes me feel smarter. Like I'm being productive. This one was really bad. The paradoxes the book brought up were spot on correct, I have no gripes there. The problem is that the author stated the paradox, explained it briefly (maybe a few sentences), gave an example of the paradox in the workplace, and then went onto the next paradox. My frustration: No solutions! Great, so you've told me all these problems. Now, Mr. Expert Farson, explain how to avoid these issues! Oye. No bueno.
March 8, 2017
I had first read this book about 15 years ago and it made a great impression on me.
How much could I recall from it? One phrase only - once you've found a good management technique, abandon it. (think about it.... :)
So I was a bit apprehensive - will the book hold up upon re-reading by an older and more experienced me? Turns out it did; I was greatly impressed again but in a different way.
The new takeaway phrase is probably going to be that rehabilitation is only effective in very small prisons...
How much could I recall from it? One phrase only - once you've found a good management technique, abandon it. (think about it.... :)
So I was a bit apprehensive - will the book hold up upon re-reading by an older and more experienced me? Turns out it did; I was greatly impressed again but in a different way.
The new takeaway phrase is probably going to be that rehabilitation is only effective in very small prisons...
August 21, 2008
Management literature for nihilists. Farson offers insights into the nature of groups, leaders, organisations and change and exposes paradoxes at all levels. Perhaps the most important insight is that organisations aren't rational, and that often trusting your gut is more effective than rational decision-making. Farson offers no advice (it would be a poorer book if he did) but instead highlights the challenges that are faced by 20th (edit: and 21st) century leaders.
April 28, 2017
Prezintă paradoxuri de management, descrise ca și probleme adaptive pentru care autorul argumentează în ce fel soluțiile clasice din teoria și practica de management de fapt nu rezolvă contextele, ci doar le transformă, contextele în sine neadmințând căi simple sau definitive de soluționare.
Stil succint, direct, provocator. Inspirațional, pentru cine e deja deschis către validitatea limitată a paradigmelor de management organizațional.
Stil succint, direct, provocator. Inspirațional, pentru cine e deja deschis către validitatea limitată a paradigmelor de management organizațional.
Want to Read
December 28, 2010This book features in Marc & Angel's 40 modern non-fiction books everyone should read, which is a good list. I made the list in Goodreads here: Marc & Angel 40 NonFiction.
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