{"id":4898,"date":"2024-11-07T16:45:37","date_gmt":"2024-11-07T15:45:37","guid":{"rendered":"https:\/\/www.druckerforum.org\/blog\/?p=4898"},"modified":"2024-11-07T16:59:24","modified_gmt":"2024-11-07T15:59:24","slug":"analyzing-two-different-views-of-next-managementby-steve-denning-heidi-musser-hugo-lourenco","status":"publish","type":"post","link":"https:\/\/www.druckerforum.org\/blog\/analyzing-two-different-views-of-next-managementby-steve-denning-heidi-musser-hugo-lourenco\/","title":{"rendered":"Analyzing Two Different Views of \u2018Next Management\u2019<br>by Steve Denning, Heidi Musser, Hugo Lourenco"},"content":{"rendered":"\n<figure class=\"wp-block-image size-large\"><img decoding=\"async\" loading=\"lazy\" width=\"1024\" height=\"538\" src=\"https:\/\/www.druckerforum.org\/blog\/wp-content\/uploads\/Denning_Musser_Lourenco_2_1200x630px-1024x538.jpg\" alt=\"\" class=\"wp-image-4901\" srcset=\"https:\/\/www.druckerforum.org\/blog\/wp-content\/uploads\/Denning_Musser_Lourenco_2_1200x630px-1024x538.jpg 1024w, https:\/\/www.druckerforum.org\/blog\/wp-content\/uploads\/Denning_Musser_Lourenco_2_1200x630px-300x158.jpg 300w, https:\/\/www.druckerforum.org\/blog\/wp-content\/uploads\/Denning_Musser_Lourenco_2_1200x630px-768x403.jpg 768w, https:\/\/www.druckerforum.org\/blog\/wp-content\/uploads\/Denning_Musser_Lourenco_2_1200x630px-1536x806.jpg 1536w, https:\/\/www.druckerforum.org\/blog\/wp-content\/uploads\/Denning_Musser_Lourenco_2_1200x630px.jpg 1600w\" sizes=\"(max-width: 1024px) 100vw, 1024px\" \/><\/figure>\n\n\n\n<p>This article compares two different views as to how management might evolve. One view, hereafter called \u2018Next management,\u2019 is described in our article. \u201c<a href=\"https:\/\/www.druckerforum.org\/blog\/how-to-transition-to-the-next-managementby-stephen-denning-heidi-musser-and-hugo-lourenco\/\"><strong>How To Transition To The \u2018Next Management\u2019<\/strong><\/a>\u201d<a href=\"#_ftn1\" id=\"_ftnref1\"><sup>[1]<\/sup><\/a><\/p>\n\n\n\n<p>The other view\u2014hereafter called \u2018humanistic management\u201d&#8211;is presented in \u201c<a href=\"https:\/\/www.druckerforum.org\/blog\/restoring-humanity-to-management-and-wisdom-to-intelligenceby-david-k-hurst\/\"><strong>Restoring Humanity to Management (and wisdom to intelligence)<\/strong><\/a>\u201d by David Hurst.<a href=\"#_ftn2\" id=\"_ftnref2\"><sup>[2]<\/sup><\/a><\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Similarities<\/h2>\n\n\n\n<p>The two views are similar in important respects, all of which reflect a sharp break from traditional management. Thus both articles:<\/p>\n\n\n\n<ul>\n<li><strong>seek to humanize management<\/strong>.<\/li>\n<\/ul>\n\n\n\n<p><\/p>\n\n\n\n<ul>\n<li><strong>view management as a moral activity<\/strong>, not just a technical one.<\/li>\n<\/ul>\n\n\n\n<p><\/p>\n\n\n\n<ul>\n<li>view <strong>empathy as central<\/strong>.<\/li>\n<\/ul>\n\n\n\n<p><\/p>\n\n\n\n<ul>\n<li><strong>pursue a<\/strong> <strong>holistic view of the organization<\/strong> and its functioning.<\/li>\n<\/ul>\n\n\n\n<p><\/p>\n\n\n\n<ul>\n<li>aspire to achieve <strong>a synthesis of old and new management<\/strong>.<\/li>\n<\/ul>\n\n\n\n<p><\/p>\n\n\n\n<ul>\n<li>recognize that organizations today live in a context of constant change and flow. Relative stability is achieved by <strong>continuous adaptation<\/strong> to the changing context.<\/li>\n<\/ul>\n\n\n\n<p><\/p>\n\n\n\n<ul>\n<li>emphasize <strong>the autonomy of individuals<\/strong>.&nbsp; Both differ from the traditional view of management in which employees must be controlled by managers in hierarchies of authority.&nbsp;<\/li>\n<\/ul>\n\n\n\n<h2 class=\"wp-block-heading\">Differences<\/h2>\n\n\n\n<p>There are however significant differences between \u201chumanistic management\u201d and our concept of \u2018Next Management\u2019:<\/p>\n\n\n\n<ul>\n<li>\u2018Next Management\u2019 follows Peter Drucker\u2019s advice to \u201clook out the window and observe what is visible but not yet seen.\u201dIt presents the <strong>existing practice of actual firms<\/strong> that are already implementing the concept of \u2018Next Management\u2019, albeit with serious flaws and exceptions.By contrast, \u2018humanistic management\u2019 is presented as<strong> \u201can inquiry\u201d <\/strong>that will require<strong> \u201ca long slow process of reframing practice\u201d <\/strong>inwhich \u201cmanagerslearn to \u201ctoggle\u2019, and switch seamlessly between \u2018two modes of being.\u201dIt involves <strong>\u201c<\/strong>practitioner relevance, immersed in events, acting forwards in real times and particular situations, searching for action possibilities.\u201d<\/li>\n<\/ul>\n\n\n\n<p><\/p>\n\n\n\n<ul>\n<li>While \u2018Next Management\u201d is something happening in <strong>the here and now<\/strong>, driven by the shortcomings of traditional management, as shown in Figure 2. By contrast, \u2018humanistic management\u2019 is presented as something that <strong>may emerge at some point in the future<\/strong>.<\/li>\n<\/ul>\n\n\n\n<p><\/p>\n\n\n\n<ul>\n<li>\u2018Next Management\u2019 reflects a <strong>transition from traditional management<\/strong> that has already taken place in perhaps 20% of public firms (See Figure 2). By contrast, \u2018humanistic management\u2019 is \u201c<strong>not a movement from one management canon to another<\/strong>: it is a dynamic synthesis of old and new, the traditional and the radical.\u201d It points to managers as \u201crestless seekers on shifting ground for the adaptive space, the \u2018Goldilocks Zone\u2019, between continuity and change.\u201d<\/li>\n<\/ul>\n\n\n\n<p><\/p>\n\n\n\n<ul>\n<li>\u2018Next Management\u2019 embraces the explicit goal\u201d of <strong>creating value for other human beings. <\/strong>By contrast, \u2018humanistic management\u2019 has <strong>no specific goal<\/strong> and instead proposes an inquiry that \u201crequires the questioning of chosen ends and their good for business and human society.\u201d<\/li>\n<\/ul>\n\n\n\n<figure class=\"wp-block-image size-full\"><img decoding=\"async\" loading=\"lazy\" width=\"740\" height=\"421\" src=\"https:\/\/www.druckerforum.org\/blog\/wp-content\/uploads\/image-31.png\" alt=\"\" class=\"wp-image-4903\" srcset=\"https:\/\/www.druckerforum.org\/blog\/wp-content\/uploads\/image-31.png 740w, https:\/\/www.druckerforum.org\/blog\/wp-content\/uploads\/image-31-300x171.png 300w\" sizes=\"(max-width: 740px) 100vw, 740px\" \/><\/figure>\n\n\n\n<p><em>Figure 1 Traditional management vs \u2018Next Management\u201d<\/em><\/p>\n\n\n\n<ul>\n<li>\u2018Next Management\u2019 embraces legendary Margaret Wheatley\u2019s view that organizations are \u201cliving, dynamic, breathing systems with a life of their own,\u201d not inert machines as in traditional management.<a id=\"_ftnref1\" href=\"#_ftn1\"><sup>[1]<\/sup><\/a>&nbsp; (See Figure 1). By contrast, \u2018humanistic management\u201d is viewed as something that will emerge from \u201ctheories of cognition and emotion.\u201d.<\/li>\n<\/ul>\n\n\n\n<p><\/p>\n\n\n\n<ul>\n<li>\u2018Next Management\u2019 recognizes that, as living organisms, all organizationsrequire <strong>a continuing inflow of resources to survive<\/strong>. \u2018Next Management\u2019 makes explicit that acquiring such resources should be <strong>the<\/strong> <strong>result <\/strong>of value creation<strong>, <\/strong>not the goal.<strong>&nbsp; <\/strong>Humanistic management makes no reference to the need for resources to survive or how they are to be acquired.<\/li>\n<\/ul>\n\n\n\n<p><\/p>\n\n\n\n<ul>\n<li>As a human activity in a rapidly changing context, \u2018Next Management\u2019 views <strong>continuing innovation<\/strong> as essential for the good of all stakeholders and the wider society.&nbsp; In humanistic management, there is <strong>no explicit commitment to innovation<\/strong>. Instead, \u201cpractitioner relevance, immersed in events, acting forwards in real time and particular situations, searching for action possibilities.\u201d<\/li>\n<\/ul>\n\n\n\n<p><\/p>\n\n\n\n<ul>\n<li>\u2018Next Management\u2019 is pragmatic and views <strong>reality as created by action<\/strong>. By contrast, \u2018humanistic management\u2019 reflects a philosophy that <strong>reality is created by language<\/strong>. \u2018Next Management\u2019 is thus aligned with Goethe\u2019s pronouncement, \u201cIn the beginning was the Deed\u2019\u201d rather than humanistic management which is aligned with the Biblical dictum, \u201cIn the beginning was the Word.\u201d<a id=\"_ftnref2\" href=\"#_ftn2\"><sup>[2]<\/sup><\/a><\/li>\n<\/ul>\n\n\n\n<p><\/p>\n\n\n\n<ul>\n<li>In \u2018Next Management\u2019, decisions are driven by <strong>right-hemisphere attention, values and narratives. <\/strong>with the support of left-hemisphere analyses, methods, and frameworks.&nbsp; \u2018Humanistic management\u2019 argues that \u201cleadership and management become verbs, activities associated with the twin dynamics of \u2018empathizing\u2019 and \u2018systemizing\u2019: dimensions of adaptive social settings.\u201d<\/li>\n<\/ul>\n\n\n\n<p><\/p>\n\n\n\n<ul>\n<li>\u2018Next Management\u2019 deploys Science, technology, engineering mathematics.&nbsp; (STEM) <strong>as tools to achieve value creation for other human beings <\/strong>throughcreativity, innovation, games, playfulness, design, beauty, music, caring for others, curiosity, fulfillment, delight. and joy.&nbsp; By contrast, humanistic management appears to present \u201cSports, Language, Arts, Music (SLAM) and The Humanities\u201d as <strong>alternatives <\/strong>to<strong> \u201c<\/strong>Science, technology, engineering mathematics (STEM)\u201d.<\/li>\n<\/ul>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity\"\/>\n\n\n\n<h2 class=\"wp-block-heading\">Conclusion: Parallel Exploration Of The Two Approaches<\/h2>\n\n\n\n<p>The most important difference between \u2018humanistic management\u2019 and \u2018Next Management\u2019, is that \u2018Next Management\u2019, presents <strong>real-life examples<\/strong> of firms already implementing \u2018Next management\u2019 with verifiable evidence of the quantity of <strong>value being generated<\/strong> and the quality of the <strong>staff<\/strong> <strong>engagement<\/strong>, as shown in Figure 2. By contrast, \u2018humanistic management\u2019 envisages any such examples emerging at some time in the future.<\/p>\n\n\n\n<p>Thus the two approaches might be pursued in parallel, thus enabling learning from experience.<\/p>\n\n\n\n<p><strong>Note<\/strong>: To learn more about making the transition to the \u2018Next Management\u2019 in the here and now, join our workshop in Vienna on the day before the Drucker Forum, November 13, 2024 from 2.30 pm to 5.30pm.<br>&nbsp; <a href=\"https:\/\/www.druckerforum.org\/special-pages\/ws-1-nov-13-2024\/\">https:\/\/www.druckerforum.org\/special-pages\/ws-1-nov-13-2024\/<\/a><\/p>\n\n\n\n<figure class=\"wp-block-image size-large\"><img decoding=\"async\" loading=\"lazy\" width=\"872\" height=\"1024\" src=\"https:\/\/www.druckerforum.org\/blog\/wp-content\/uploads\/image-30-872x1024.png\" alt=\"\" class=\"wp-image-4902\" srcset=\"https:\/\/www.druckerforum.org\/blog\/wp-content\/uploads\/image-30-872x1024.png 872w, https:\/\/www.druckerforum.org\/blog\/wp-content\/uploads\/image-30-255x300.png 255w, https:\/\/www.druckerforum.org\/blog\/wp-content\/uploads\/image-30-768x902.png 768w, https:\/\/www.druckerforum.org\/blog\/wp-content\/uploads\/image-30.png 1139w\" sizes=\"(max-width: 872px) 100vw, 872px\" \/><\/figure>\n\n\n\n<p><strong>About the authors:<\/strong><\/p>\n\n\n\n<p><strong><em>Stephen Denning<\/em><\/strong> is a Senior Contributor at Forbes.com and a director of the SD Learning Consortium.<\/p>\n\n\n\n<p><strong><em>Heidi Musser<\/em><\/strong> is an accomplished Board member, Board advisor, and C-level executive who advises and leads businesses on modern ways of working, sustainable innovation, and enterprise agility to achieve competitive advantage in this next economic revolution.<\/p>\n\n\n\n<p><strong><em>Hugo Louren\u00e7o<\/em><\/strong>, founder of The Agile Thinkers, and co-founder of the World Management Agility Forum, is a leading global voice in Agile practices, dedicated to innovation and transformative organizational and management change, and commitment to human factors in team performance \u2013 NTECH skills.<\/p>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity\"\/>\n\n\n\n<p><a href=\"#_ftnref1\" id=\"_ftn1\"><sup>[1]<\/sup><\/a> Denning, S. Musser, H,, Lourenco, H.: \u201cHow To Transition To The \u2018Next Management\u201d Drucker Forum blog; July 19, 2024, <a href=\"https:\/\/www.druckerforum.org\/blog\/how-to-transition-to-the-next-managementby-stephen-denning-heidi-musser-and-hugo-lourenco\/\">https:\/\/www.druckerforum.org\/blog\/how-to-transition-to-the-next-managementby-stephen-denning-heidi-musser-and-hugo-lourenco\/<\/a>&nbsp;&nbsp;<\/p>\n\n\n\n<p><a href=\"#_ftnref2\" id=\"_ftn2\"><sup>[2]<\/sup><\/a> Hurst, D. \u201cRestoring Humanity to Management (and wisdom to intelligence); Drucker Forum blog, Nov 1, 2024 <a href=\"https:\/\/www.druckerforum.org\/blog\/restoring-humanity-to-management-and-wisdom-to-intelligenceby-david-k-hurst\/\">https:\/\/www.druckerforum.org\/blog\/restoring-humanity-to-management-and-wisdom-to-intelligenceby-david-k-hurst\/<\/a><\/p>\n\n\n\n<p><a id=\"_ftn3\" href=\"#_ftnref3\"><sup>[3]<\/sup><\/a> Wheatley, M. \u201cChaos and Complexity: What Can Science Teach?\u201d&nbsp; (1998) Keynote address.&nbsp; OD Practitioner <a href=\"https:\/\/www.margaretwheatley.com\/articles\/Wheatley-Chaos-and-Complexity.pdf\">https:\/\/www.margaretwheatley.com\/articles\/Wheatley-Chaos-and-Complexity.pdf<\/a><\/p>\n\n\n\n<p><a href=\"#_ftnref4\" id=\"_ftn4\"><sup>[4]<\/sup><\/a> McGilchrist, I. The Master and His Emissary, (2017) Yale University Press, page 342.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>This article compares two different views as to how management might evolve. One view, hereafter called \u2018Next management,\u2019 is described in our article. \u201cHow To Transition To The \u2018Next Management\u2019\u201d[1]<\/p>\n<p>The other view\u2014hereafter called \u2018humanistic management\u201d&#8211;is presented in \u201cRestoring Humanity to Management (and wisdom to intelligence)\u201d by David Hurst.[2]<a href=\"https:\/\/www.druckerforum.org\/blog\/?p=4898\">[\u2026]<\/a><\/p>\n","protected":false},"author":3,"featured_media":4904,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_seopress_robots_primary_cat":"none","_seopress_titles_title":"","_seopress_titles_desc":"","_seopress_robots_index":""},"categories":[347],"tags":[348,355,365,21],"_links":{"self":[{"href":"https:\/\/www.druckerforum.org\/blog\/wp-json\/wp\/v2\/posts\/4898"}],"collection":[{"href":"https:\/\/www.druckerforum.org\/blog\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.druckerforum.org\/blog\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.druckerforum.org\/blog\/wp-json\/wp\/v2\/users\/3"}],"replies":[{"embeddable":true,"href":"https:\/\/www.druckerforum.org\/blog\/wp-json\/wp\/v2\/comments?post=4898"}],"version-history":[{"count":3,"href":"https:\/\/www.druckerforum.org\/blog\/wp-json\/wp\/v2\/posts\/4898\/revisions"}],"predecessor-version":[{"id":4910,"href":"https:\/\/www.druckerforum.org\/blog\/wp-json\/wp\/v2\/posts\/4898\/revisions\/4910"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.druckerforum.org\/blog\/wp-json\/wp\/v2\/media\/4904"}],"wp:attachment":[{"href":"https:\/\/www.druckerforum.org\/blog\/wp-json\/wp\/v2\/media?parent=4898"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.druckerforum.org\/blog\/wp-json\/wp\/v2\/categories?post=4898"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.druckerforum.org\/blog\/wp-json\/wp\/v2\/tags?post=4898"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}