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Breaking the chains of ignorance: manager-philosophers in recent management history

Breaking the chains of ignorance: manager-philosophers in recent management history PurposeThe purpose of this paper is to disclose new pathways for research and for understanding the relationship between management, philosophy and history.Design/methodology/approachTextual exegesis of the key protagonists in terms of a critical explanation or interpretation of text.FindingsIn contrast to textbook forms of philosophy developed under conditions of abstraction from practice, it is in the context of practice that managers develop their way of thinking. More particularly, the authors have demonstrated through the exemplars of Semler and Welch, how as managers are disrupted in their workday practices of “living forward”, they are able to become reflexively attuned to the taken-for-granted common sense and ideas that have been implicit guides to them. As they are able to recognise their taken-for-granted background common sense, they are able to critique this, subject it to change and, thus, open-up new possibilities for living forward.Originality/valueThe focus of this paper has tended to be rather piecemeal and limited to the impact of particular philosophers on particular management thinkers. To date, there has been no philosophical contemplation of the practice of management per se nor, concomitantly, the pivotal but basically disregarded role of managers qua philosophers. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Management History Emerald Publishing

Breaking the chains of ignorance: manager-philosophers in recent management history

Segal, Steven; Bruce, Kyle
Journal of Management History , Volume 23 (2): 15 – Apr 10, 2017
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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
1751-1348
DOI
10.1108/JMH-02-2017-0006
Publisher site
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Abstract

PurposeThe purpose of this paper is to disclose new pathways for research and for understanding the relationship between management, philosophy and history.Design/methodology/approachTextual exegesis of the key protagonists in terms of a critical explanation or interpretation of text.FindingsIn contrast to textbook forms of philosophy developed under conditions of abstraction from practice, it is in the context of practice that managers develop their way of thinking. More particularly, the authors have demonstrated through the exemplars of Semler and Welch, how as managers are disrupted in their workday practices of “living forward”, they are able to become reflexively attuned to the taken-for-granted common sense and ideas that have been implicit guides to them. As they are able to recognise their taken-for-granted background common sense, they are able to critique this, subject it to change and, thus, open-up new possibilities for living forward.Originality/valueThe focus of this paper has tended to be rather piecemeal and limited to the impact of particular philosophers on particular management thinkers. To date, there has been no philosophical contemplation of the practice of management per se nor, concomitantly, the pivotal but basically disregarded role of managers qua philosophers.

Journal

Journal of Management History – Emerald Publishing

Published: Apr 10, 2017

References

  • Self-knowledge and the modern mode of learning
  • How philosophy makes you a better leader
  • Let chaos reign, then rein in chaos – repeatedly managing strategic dynamics for corporate longevity
  • How Mary P. Follett’s ideas on management have emerged: an analysis based on her practical management experience and her political philosophy
  • Discovering the foundational philosophies, practices, and influences of modern management theory