Published by:
Harvard Business Publishing
Length: 10 pages
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Abstract
In the 1980s, U.S. business experienced an explosion of new managerial concepts unparalleled in previous decades. Many American managers felt that the emergence of new managerial ideas signaled a rejuvenation of U.S. business. But their thinking doesn''t jibe with the facts. American managers did not take charge in the 1980s. Instead, they abdicated their responsibility to a burgeoning industry of management professionals. If business leaders want to reverse this trend, they must reclaim management responsibility--and pragmatism is the place to start. Pragmatic managers are sensitive to their company''s context and open to uncertainty. They focus on outcomes and are willing to make do. Pragmatic managers also avoid three common pitfalls, the "let''s do it better this time" syndrome and the "flavor of the month" and "let''s go for it all" approaches.
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Abstract
In the 1980s, U.S. business experienced an explosion of new managerial concepts unparalleled in previous decades. Many American managers felt that the emergence of new managerial ideas signaled a rejuvenation of U.S. business. But their thinking doesn''t jibe with the facts. American managers did not take charge in the 1980s. Instead, they abdicated their responsibility to a burgeoning industry of management professionals. If business leaders want to reverse this trend, they must reclaim management responsibility--and pragmatism is the place to start. Pragmatic managers are sensitive to their company''s context and open to uncertainty. They focus on outcomes and are willing to make do. Pragmatic managers also avoid three common pitfalls, the "let''s do it better this time" syndrome and the "flavor of the month" and "let''s go for it all" approaches.