“The manager’s challenge is not to practice management by objectives, but to manage despite diverse objectives,” says Dr. Harlan.
The organization is “a web of tensions,” Cleveland observes. “You have people with opposing viewpoints fighting to get them incorporated into executive decisions. Many managers try to lower the tensions that inevitably result. But that’s like administering a muscle relaxant. When there is no tension in the muscles, nothing much can happen, and the body falls down.” He sees the manager’s role as keeping the tension constructive and functional (so that it doesn’t boil over into personal animosities).
Cleveland advocates managing with a “next step agenda” that focuses people’s attention on immediate action.
For mobilizing dissenting factions, Cleveland suggests:
- Emphasize the larger need. Rather than admonishing people to give up their individual viewpoints, remind them of the overall goal and ask them to see their viewpoints in relation to it. Encourage them to match their expertise in their own areas with knowledge of the situation as a whole.
- Practice unwarranted optimism. When things are not going well, it’s easy to become pessimistic and overly cautious. But it is up to the manager to take some risks despite gloomy predictions, and encourage others to come along.
- Stress action over ideology. People must avoid trying to agree on why they are agreeing. “If Carter had tried to get Begin and Sadat to reach a philosophical agreement on why they should make peace, the accord never would have been signed,” says Cleveland. Too often managers try to get a philosophical agreement before crossing the street together. With a “next step agenda,” the manager mustbe a “get on with it” person who says, “What can we agree to do together.”
- Bring hidden dissension to the fore. People sometimes avoid saying that they disagree. Be suspicious of stalling and sabotaging tactics such as: “Have you gotten a legal opinion?” or “I didn’t get the report soon enough- or “It’s time for lunch.”
Get past procedural questions and ask straight out what is really on the person’s mind. Then you will know what action you should take.
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