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Management and militarism: Just who are we fighting?
Two of the greatest influences on management thinking and practice have been the militaristic politics of the Roman Empire (via the Roman Catholic Church—a masterpiece of top-down, centralized, hierarchical control) and the world’s armies.
Look at the words we use: “command and control,” “stuck in the trenches,” “didn’t have the firepower.” We “attack the issues head-on.” When people oppose us they “shoot down our ideas” or “get us from behind,” forcing us to “retreat in disorder” or “give up without a fight.”
Management and leadership books are full of military phrases. Leaders are expected to be “steady under fire” and “take the fight to the opposition.” Colleagues praise those who “tough it out” and “show what they’re made of.” For small businesses, there is “Guerilla Marketing.” Even words like strategy, tactics, and leadership itself began on the battlefield.
Does it matter? I think it does. The words we use to describe things reflect our mind-set in thinking about them. To a large extent, they determine the way we think about issues and the solutions we choose.
The distinctive language of Hamburger Management
If a manager describes competition with another company as “a war to the death” or “a fight to the finish,” a subtle message is being conveyed that this isn’t going to be a civilized rivalry between organizations. Warlike language produces warlike thoughts. If a team is told to “take the other guys down,” they’re not going to hear that as an instruction to behave with courtesy, sensitivity, or understanding.
All this macho, militaristic language, with its overtones of fighting and winning, inevitably produces an effect in the hearers. If we constantly “attack problems” and “take no prisoners,” where is the need to understand or get to the heart of issues? In our haste to “chalk up a victory,” there’s no space or time for compassion or thoughtfulness.
Militaristic language is also quintessentially masculine. Perhaps that’s another, hidden aspect of the problems women face in organizations. If success is described in masculine terms—“winning the fight” and “destroying the opposition”—it’s little wonder if career women feel the only way to succeed is to take on masculine attributes.
Hamburger Management—that mix of aggression, cost-cutting, macho posturing, and ultra-short-term thinking that characterizes so many organizations today—uses harsh and warlike language almost as a reflex. That’s because it so accurately represents that way of thinking, with its emphasis on winning at all costs and “taking no prisoners.” And the more that type of language is accepted into executive suites, board rooms, and even training classes, the less likely we are to see the behavior implied by such language as unacceptable in any way.
Beware what you call things
It’s time we thought more carefully about the words we use and what that is doing to our thinking. Are the military virtues of aggression, dash, obedience, and heroic resistance truly what we need in organizational life? Do we want every disagreement turned into a “last-ditch defense” and every rivalry into a “fight for territory?”
William Tecumseh Sherman said “War is cruelty” and he knew, better then most, what he was talking about. Importing the language of war into boardrooms and management suites quickly brings some of the cruelty along with it.
At the start of the twenty-first century, it seems our corporate leaders —like many of our middle managers too—are being encouraged to act more like Roman centurions battling the barbarian hordes than thinking, civilized managers.
Is that what we really want? When managers retire, do we want the “war stories” they tell their grandchildren to be truly tales of war?
Be careful with your words. People around you will pick up on the overtones and subtle implications of what you say, as much as the meaning itself. Your subordinates will often act as you sound, not just as you ask. Customers too.
Unless you want your daily work to take place on a battleground, try using language that better expresses the civilized arena we would all like our workplaces to become.
Adrian Savage is a writer, an Englishman, and a retired business executive, in that order, who now lives in Tucson, Arizona. You can read his other articles at Slow Leadership, the site for everyone who wants to build a civilized place to work and bring back the taste, zest and satisfaction to leadership and life, and its companion site Slower Living. His recent articles on similar topics include When organizational loyalty creates a culture of fear and The importance of NOT doing things. His latest book, Slow Leadership: Civilizing The Organization, is now available at all good bookstores.
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