Thursday, October 12, 2017

I have read chapters 13, 14, 15 and 16 from Richard Farson's book titled Management of the Absurd. 

In Chapter 13:  "Every act is a Political Act" Mr. Farson attempt to make the case that, at least as far a managing is concerned, every act is about power.  "...every management act in some way redistributes or reinforces power."  As examples Mr. Farson uses verbal pictures to reinforce the stereotype that he is trying to create. 

I say that he is trying to create a stereotype because his conclusions are unwarranted and his evidence/proof is unsubstantiated.  When someone fails to use facts and logic in reaching a conclusion it is because they are trying to create a superstition or a stereotype.  Superstitions and stereotypes are appealing at first blush because they are shortcuts.  They promise results without having to spend time and effort.

All of this is important because American counter-culture promotes superstition and stereotyping as a method of "empowering" their movement with the ultimate aim of creating socialist revolution and paradise.

Chapter 14:  "The Best Resource for the Solution of Any Problem is the Person or Group that Presents the Problem"  Mr. Farson engages in story-telling to put across his point.  He tells stories about Carl Rogers and his consultation at a university.  Mr. Farson is also quite the adept picture painter painting pictures of various self-help groups and of a management study.  All of this is to create a "paradox" that in reality doesn't and can't exist again all for the creation of a movement the goal of which is to fulfill an idealistic fantasy.

"Organizations that Need Help Most Will Benefit from it Least" is the title of Chapter 15 and in it Mr. Farson attempts to manipulate the reader into going along with the idea that most companies are willfully blind about the need to change until it is too late.

By only looking for stories and pictures that support his pre-conceived notions Mr. Farson is able to manipulate readers into believing that "Individuals Are Almost Indestructible, but Organizations are Very Fragile".  If Mr. Farson was more thorough he would be able to find stories and pictures that support the opposite of what he is proposing:  General Motors and Dolly Madison to name but two.