Archive for July 2016
I am delighted to announce that my new business book, The Heretic’s Guide to Management: The Art of Harnessing Ambiguity, is now available in e-book and print formats. The book, co-written with Paul Culmsee, is a loose sequel to our previous tome, The Heretics Guide to Best Practices.
Many reviewers liked the writing style of our first book, which combined rigour with humour. This book continues in the same vein, so if you enjoyed the first one we hope you might like this one too. The new book is half the size of the first one and I considerably less idealistic too. In terms of subject matter, I could say “Ambiguity, Teddy Bears and Fetishes” and leave it at that…but that might leave you thinking that it’s not the kind of book you would want anyone to see on your desk!
Rest assured, The Heretic’s Guide to Management is not a corporate version of Fifty Shades of Grey. Instead, it aims to delve into the complex but fascinating ways in which ambiguity affects human behaviour. More importantly, it discusses how ambiguity can be harnessed in ways that achieve positive outcomes. Most management techniques (ranging from strategic planning to operational budgeting) attempt to reduce ambiguity and thereby provide clarity. It is a profound irony of modern corporate life that they often end up doing the opposite: increasing ambiguity rather than reducing it.
On the surface, it is easy enough to understand why: organizations are complex entities so it is unreasonable to expect management models, such as those that fit neatly into a 2*2 matrix or a predetermined checklist, to work in the real world. In fact, expecting them to work as advertised is like colouring a paint-by-numbers Mona Lisa, expecting to recreate Da Vinci’s masterpiece. Ambiguity therefore invariably remains untamed, and reality reimposes itself no matter how alluring the model is.
It turns out that most of us have a deep aversion to situations that involve even a hint of ambiguity. Recent research in neuroscience has revealed the reason for this: ambiguity is processed in the parts of the brain which regulate our emotional responses. As a result, many people associate it with feelings of anxiety. When kids feel anxious, they turn to transitional objects such as teddy bears or security blankets. These objects provide them with a sense of stability when situations or events seem overwhelming. In this book, we show that as grown-ups we don’t stop using teddy bears – it is just that the teddies we use take a different, more corporate, form. Drawing on research, we discuss how management models, fads and frameworks are actually akin to teddy bears. They provide the same sense of comfort and certainty to corporate managers and minions as real teddies do to distressed kids.
Most children usually outgrow their need for teddies as they mature and learn to cope with their childhood fears. However, if development is disrupted or arrested in some way, the transitional object can become a fetish – an object that is held on to with a pathological intensity, simply for the comfort that it offers in the face of ambiguity. The corporate reliance on simplistic solutions for the complex challenges faced is akin to little Johnny believing that everything will be OK provided he clings on to Teddy.
When this happens, the trick is finding ways to help Johnny overcome his fear of ambiguity.
Ambiguity is a primal force that drives much of our behaviour. It is typically viewed negatively, something to be avoided or to be controlled.
The truth, however, is that ambiguity is a force that can be used in positive ways too. The Force that gave the Dark Side their power in the Star Wars movies was harnessed by the Jedi in positive ways.
Our book shows you how ambiguity, so common in the corporate world, can be harnessed to achieve the results you want.
The e-book is available via popular online outlets. Here are links to some:
For those who prefer paperbacks, the print version is available here.
Thanks for your support 🙂