Comments on: Why The Lunatics Really Do Run The Asylum

By: Greg

Greg — Thu, 10 Mar 2011 05:14:31 +0000

Thanks for such a nice note Marion. I haven’t heard of Charlene Li, but will surely check her out. Thanks for the tip!

- Greg

By: marion chapsal

marion chapsal — Wed, 09 Mar 2011 22:19:37 +0000

I came across your article thanks to Semira Soroya-Kandan. I must confess the title immediately caught my eye…
What a delight to read in the same article references to Dostoyevski, The Medicis, Sloan and Mintzberg…
Literature, History, Religion, Economics all weaved together, with talent and striking examples.
I want to read more!
I was wondering if you were familiar with Charlene Li’s Open Leadership where she develops the concept of Letting go of Control and Still be in Command? http://geronimocoachingnow.com/?p=10

Refreshing to read someone who has such an universalistic approach to management.
Looking forward to discovering your work!

By: Greg

Greg — Mon, 07 Mar 2011 17:09:45 +0000

Thanks for the tip, Jenny. Great article!

- Greg

By: Jenny

Jenny — Mon, 07 Mar 2011 16:46:30 +0000

Great article, Greg. Agree completely with your inter-related comments of “Almost always, it is the sign of a poorly run company (from the top).” and “What’s usually going on is that there is a control freak at the top who doesn’t give anybody any real responsibility (or leeway to fail).” I have personal experience of this as a (middle) Manager and, after struggling for quite sometime, the only resolution I could find was to leave.

A good follow up to your comments is Macoby’s HBR article and book – http://www.maccoby.com/Articles/NarLeaders.shtml

By: Greg

Greg — Mon, 07 Mar 2011 12:09:00 +0000

Richard,

Thanks for your comment. However, I think you need to be a bit careful about characterizing people “in the middle.” I’ve encountered the situation that you describe above many times. Almost always, it is the sign of a poorly run company (from the top).

What’s usually going on is that there is a control freak at the top who doesn’t give anybody any real responsibility (or leeway to fail). When you talk to subordinates, of course they are reticent to take a chance. But as soon as the “big boss” hears of a new idea (especially from outside). he immediately gives it credence.

While it might seem like he’s doing you a favor, anybody who undermines his people in this way is a prick, not to mention a very poor manager. There’s no reason why someone in the middle should be inherently more risk averse or less creative than someone at the top (unless that person is Steve Jobs or something).

When you encounter a situation like this you’re best move is to not work with the company. Even if you get your way, there is trouble down the line (i.e. as soon as your idea is accepted, you will become that “middle manager.”)

- Greg

By: Richard Adams

Richard Adams — Mon, 07 Mar 2011 09:44:00 +0000

My only comment on an excellent post is that exciting theories aside, the real problem in business is the layers of middle management that exist only to serve as a buffer between bottom and top. I’ve managed using SCRUM and implemented business processes/strategies based on SCRUM as well as orthodox processes but the middle is the layer that quells innovation.

My experience of dealing with top people in organizations is that they often do have vision and a great deal of insight that complements the groundswell understanding but that the middle layer stultifies and negates this.

By: Mary Adams

Mary Adams — Sun, 06 Mar 2011 16:18:24 +0000

No problem – always glad to see ideas spreading! Love the blog, Mary

By: Greg

Greg — Sun, 06 Mar 2011 16:00:08 +0000

Ooops! Sorry for the oversight.

Anyway, great chart! Good luck with the book!

- Greg

By: Mary Adams

Mary Adams — Sun, 06 Mar 2011 15:54:20 +0000

Greg-

Great post–I love the analogy. And yes, businesspeople really do have to get used to the idea that power and ideas flow from the bottom up in today’s world.

Just one quick clarification: The second drawing is indeed based on Mintzberg. The first one with the triangle is something I developed and recently published in Intangible Capital http://intangiblecapitalbook.com/

To me, the way that management can help run the asylum is by actually monitoring its intangible capital system (the knowledge available to an organization from people, relationships and re-usable forms like data and processes). The role of management is to get the IC system the resources and support it needs and then, as you say, let it run itself!

By: Greg

Greg — Sun, 06 Mar 2011 11:07:45 +0000

Thanks Craig. Have a great week!

- Greg