Management as a Liberal Art Research Institute

Is successful management the gatekeeper to a functioning society?

Robert Kirkland, Ph.D.

PUBLISHED:

June 1, 2022

The answer to humanity’s reason for being lies within Management as a Liberal Art.

In a democratic society, significant power is given to the organization – to individual institutions – and not to the government. However, falling into the clutches of a totalitarian societal mindset is an ever-present threat. 


It is for this reason that
management is the tool that organizations must wield and uphold to function successfully within society. 


Management is the dominant, decisive power. Making successful management the gatekeeper to totalitarianism. 


In totalitarian countries the government limits organizations – their decisions, place within society, and ultimate veto power. Whereas in a democratic country, pluralist institutions are encouraged. Government has little control over the function of any private institution. 


While the development and survival of these pluralist institutions is key to the prevalence of democracy, Peter Drucker issues a warning to the highly educated man. To management. To the managers. 


Drucker posits that anyone equipped with knowledge, the ability to learn and do –


“is equipped with so much power as to be a menace, if not a monster unless he has virtue. He must have … a commitment to serve no mean end. He needs spiritual values founded in the knowledge of man’s fallibility and mortality… and in the knowledge that freedom is but the responsibility to choose between service to a true and a false master.


Education is a privilege to wield, and remains a threat to society so long as man is imperfect. Minglo Shao – the founder of the Peter F. Drucker Academy – reminds us that knowledge is power, and power is responsibility. This truth makes education and knowledge dangerous in the wrong hands. 


For this reason, American education often rejects the traditional concept of the “educated individual.” In President Lincoln’s words, responsible self-governing American citizens, “do not want to be masters because they do not want to be slaves.” 


To be highly educated places a burden on your shoulders. One to uphold and influence society through which master you place your service. It inherently asks you to be a slave to choice. To choose daily between service to an institution that positively influences society, and one that negatively impacts it. One that abandons good management, or one that utilizes it for good. 


To look at it another way, Shao reminds us of Peter Drucker’s “Monster and the Lamb.” A concept that comes from Drucker’s 1984 work, Adventures of a Bystander. 


A Lamb is someone who is innately liberal but does not oppose evil when it is present. He does not take a stand. Likewise, he may also place too much value in his own abilities, essentially falling victim to pride. Believing that he is working for the greater good, but tainted by unrealistic expectations of himself and his own abilities. 


A Monster, on the other hand, is power-hungry. He uses his education as a way to gain position, and wield power over others. This position affords him the ability to change the course of history. 


Both the Monster and the Lamb are a threat to society, albeit in different ways. The highly educated individual is constantly under threat of becoming one or the other. In using his power to topple society instead of work for the greater good. 


Shao recognizes the Monsters and Lambs in present-day society. They will always exist, but what can you do as a responsible self-governing citizen to combat this? 


The answer is management.


The struggle is within the mind and a successful manager must default to conscience. To realize individual dignity – freedom – is pivotal. A commitment to serve no mean end is the only way for the highly educated man to function as a contributing citizen without falling prey to the Monster or the Lamb. 


Such a knowledge worker is naturally a person who has realized this freedom and dignity. And they lead through management by teaching. Making management the definition of a Liberal Art. This manager knows his power and his responsibility to society, and that his influence creates more responsible knowledge workers. 


Today, the concept of freedom is a universal agreement amongst all the world’s countries and peoples. Even in totalitarian governments, although it may not be practiced, the human desire for equality and freedom is known. 


If the concept is universal, what has it come to mean in present day? For Minglo Shao, real freedom is when each citizen keeps his own understanding. Because of this, it is the responsibility of successful management to continuously clarify the concept within liberal art and education. 


However, equality is only meaningful within dignity. The dignity that every individual can take responsibility and contribute to public interest in society. That every individual has education and
choice to serve the master of his choosing.


It is through the organization of achievement that personal fulfillment awaits. Only at this point of human dignity can we realize true and real equality. It is the responsibility of Management as a Liberal Art to realize this potential both on the individual and organizational level.


By Karen Linkletter Ph.D. January 6, 2025
On December 13, 2024, we lost a seminal management philosopher and theorist: Charles Handy. Like Peter Drucker, Handy was a social thinker and management theorist who emphasized the human side of work as more important than profits and valued individual growth and development in organizations. Handy was born in Ireland and studied at Oxford. In 1956, he went to work for Shell, working in Borneo, where he met his future wife, Elizabeth Hill. Disillusioned by corporate life, Handy left Shell in 1962 to study management at MIT in their executive program. Inspired by their humanistic approach, he returned to London in 1967 to start the London Business School. Handy knew Drucker and was a regular keynote speaker at the Global Drucker Forum in Vienna. The two men had much in common in terms of their approaches to management and social theory. Like Drucker, Handy became an author (although, unlike Drucker, Handy was a corporate executive before he turned to writing). Handy wrote not just on business but also society, serving as much as a social ecologist as Drucker was. In his pivotal book, The Age of Unreason (1989), Handy argued for the disruption of discontinuity – resulting in a new world of business, education, and work that was highly unpredictable. He rejected shareholder capitalism and saw the organization as a place for human purpose and fulfillment, based on trust. Like Drucker, Handy advocated federalism in organizations, disseminating authority and responsibility to the lowest possible levels. He also saw “the future that had already happened.” Handy coined the term “portfolio life,” where knowledge workers would increasingly work remotely and for multiple organizations. In the 1980s, he posited that society consisted of “shamrock organizations”: those that had three integrated leaves: full-time employees, outside contractors, and temporary workers. Handy thus foresaw the new “gig economy” and increasingly autonomy of knowledge work. Finally, like Drucker, Handy had a life partner who not only supported his career but was an independent woman with her own interests. Liz Handy, like Doris Drucker, was an entrepreneur who ran an interior design business, and later was a professional photographer and Charles’s business agent.  Minglo Shao, founder of CIAM, remembers Handy as a warm man who made several important contributions to what we see as the fundamentals of Management as a Liberal Art. We are thankful for Handy’s contributions to management theory and social thought, and for his legacy at the Global Drucker Forum in the form of the Charles and Elizabeth Handy Lecture Series.
By Richard and Ilse Straub with the Drucker Forum Team December 29, 2024
For 15 years, Charles Handy did us the enormous honor of choosing the Drucker Forum as a privileged platform for delivering his message to the world, and particularly to the younger generation in which he had such faith. Following up on our initial announcement of Charles’ passing Charles Handy (1932–2024) , we are honored to share a selection of his key contributions to the Forum with our wider community. Charles’ brilliant keynotes at the Drucker Forum have become legendary. Normally accessible only to members of the Drucker Society, from today they are available as recordings to the wider public for a period of 30 days. At the first centennial Forum in 2009, Charles talked about his debt to Peter Drucker while outlining his own fundamental management concepts that he had developed over the years. Two years later, he touched on the ideas of Adam Smith and demonstrated how much more to them there was than the celebrated “invisible hand” of self-interest. In his landmark closing address in 2017, pursuing a thread developed in his 2015 book The Second Curve, he called for a management reformation that would turn it into a tool for the common good – thus drawing the first contours of what we would announce six years later as the Next Management . We took to heart his exhortation not to wait for great leaders but “to start small fires in the darkness, until they spread and the whole world is alight with a better vision of what we could do with our businesses”. Management’s "second curve" will be the focus of the “Charles and Elizabeth Handy Lecture Series” in 2025. Following the loss of his beloved wife Elizabeth in 2018 and a severe stroke, Charles was much reduced in mobility in his last years – but not in his determination to continue spreading his message of hope to the world. He couldn’t participate in person in the Drucker Forum 2022, but he participated in a moving online interview with his son Scott, who directed young actors in a short performance of Beckett’s Waiting for Godot by Beckett to illustrate some points.  Charles also contributed valued digital articles for our blog and for Drucker Forum partners. Even during the most difficult period of his life he continued to write and develop his ideas in weekly columns for the Idler magazine. This entailed first memorizing the article, then dictating it and finally reviewing it by having someone it re-read to him – a remarkable feat of memory and determination. The article is a jewel and most appropriate for Christmas and the season of self-reflection. Have a wonderful Christmas, happy holidays and a healthy and prosperous New Year.
By Karen Linkletter Ph.D. November 19, 2024
Interview with Karen Linkletter at the 16th Global Peter Drucker Forum 2024  Video Interview
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