Rationality and Its Symbols - Essay Example

Rationality and its Symbols The importance of management consulting is today hard to underestimate, as this area contains the most precious and useful experience and knowledge. Thomas Armbruster in his article 'Rationality and Its Symbols: Signaling Effects and Subjectification in Management Consulting' discusses an array of issues, associated with consulting, but his primary goal is to prove that subjectification and symbols play key roles in personnel selection. Management consulting is now based upon case studies and concrete examples as well as experiences, and in this sense the scholar assumes: "The value proposition of analytical rationality in the sense of data-driven objectivity encounters a particular limit for consulting firms. As several commentators on the consulting sector have pointed out, both the outcome and success of knowledge-intensive services [] are very difficult to measure" (Armbruster, 2004, p. 1248). Another presumption made by Armbruster is the state of uncertainty and doubtful quality of service provided by management consulting firms. In fact, there is no legislation or codes of practice which protect both service providers and users in sense of artificial information vacuums created by influential groups. In addition, credence goods market dictates its own rules: when selecting personnel, organization are aimed at finding persons who will easily fit into business environment and identify themselves with this area, or figuratively speaking, dissolve and serve merely as representatives of certain business segment. Human Resource Management perfectly functions when described in the range of related theories, models and concepts, but they are often barely applicable because of the leading trends in contemporary business. First of all, so-called 'war for talents' (ibid, p.1249) shows the need for young and creative university graduates, who have degree, but lack job experience. Nevertheless, such immature specialists often work as advisors and speak to their experienced colleagues in the manner of superiority. Consulting firms prominently demonstrate this trend, as personnel selection process in this area doesn't include tests, associated with correspondence to organizational philosophy and psychology, but merely on the simple tool known as case-study interview - specific problem assigned to a candidate. On the other hand, the scholar indicates that there is a stable set of criteria, which should be included into the interview: discussion of market size and appropriate case study ( number of small businesses within certain area, calculation of computerization trends), business cases (such assignment include strategic planning for certain company, SWOT-analysis and other important business plan preparation tools) and brainteasers (very specific cases within narrow or poorly-researched area, which are to be resolved by an interviewee by using 'realistic approach'). In spite of obvious diversity and segmentation existing in our business area, interviews are typical: " The candidate is expected to make assumptions in order to have a basis for quantitative calculations" (ibid, p. 1254) That is to say, rationality in management consulting was researched by many more specialists and the results show almost no distinctions. Gradual prevalence of case-study interview was shown in Peter Block's survey (2004), in which he draws an interrelation between the growth of small businesses and the need for introducing case studies as the framework for successful interview. Cross et al (2001) hold that accessibility of information is one of the main factors in shaping knowledge, but consultants should try to make more specific and more goal-oriented queries, as they often underestimate of ignore such factors as peculiarities of collaboration between businesses (which businesses are more likely to cooperate), peculiarities of certain product (for instance, the fashion for some sports is falling, so the periods between purchasing new inventory sets is increasing) (Cross, 2001). Another interesting approach to interviewing is brainteasing, i.e. selecting the cleverest person with strongest logical apparatus. Candidates might be assigned to find the right answer for complicated logical questions applying their critical and creative thinking skills. Braintesing is directed primarily to identifying interviewee's IQ, i.e. ability to draw interdependences and correct conclusions. Nevertheless, this practice is widely criticized, as it has several flaws. Although case study interview should measure only professional abilities, it also 'intervenes' into personal characteristics and allows to determine whether the person is open to creative application of their professional skills, i.e. also detects so-called 'balanced' personality (Armbruster, 2004, p. 1258). On the other hand, the combination of psychometrics and professional skill testing breeds doubts in its validity, as management consulting is to great extent dependant on case study, which is considered unreliable qualitative method, because single case study doesn't allow an interviewer to find out the applicant's unique abilities and traits. As one might assume, management consulting ignores established and time-honored HR techniques, which, probably, are time-consuming but seem closer to pure objectivity and impartiality. Martin Bower, revealing his concerns, implies that individualism, a prominent attribute of our nation, requires much more attention to personality, not merely to their 'intellectual equipment' (ibid, p.1259), but to the social skills and cognitive abilities as well. Armbruster describes signaling effect as a need for a wide range of applicants, among which top-manager is able to find the most suitable person, i.e. rejection rate is an indicator of quality and performance. The procedure itself is thus a symbol that engages calculation associated with rationality, which consists of three components : pragmatic (realism, as mentioned above), moral (related to knowledge of ethical distinctions) and cognitive (aimed at measuring interviewee's creative and critical thinking) . Another concept discussed in the article is subjectification effect: gradual creation of a special hallmark of consulting management though applying aforementioned practices. Foucault claims that the behavioral identification of individuals with their organizations or job environments (i.e. disciplinization) is realized in two ways: though assessment and observation (externalized practice) and through "tying them to an identity and subjectivity by 'technologies of the self" (ibid, p.1261) (internalized practice). At the first meeting interviewer demontrsates the frames within which the potential employee is expected to function. Furthermore, these attributes point to the overall subjectivity of management consulting, as the specialists, working in this area, design selection criteria in order to find the most flexible employees. The 'discussion' section to great extent proves this opinion, referring to researchers and practitioners who suggest that each business segment seeks to establish maximal subjectivity and maximal intellectual and spiritual correspondence between employee and environment in general. Do You Still Believe in the Seven Deadly Myths Michael Drury and his associates in their article titled 'Do You Still Believe in the Seven Deadly Myths' attempt to break management consulting stereotypes and discuss the most frequent cognitive and professional mistakes made by those involved into consulting. Myths constitute an important part of practice, but they also serve as barriers to new experience and experiments, as they generate concentration on the so-called 'pillars' or empirical frameworks', not flawless, however, because of rapidly changing organizational dynamics. The first myth is based on the strong conviction in the experience-based knowledge as the foremost precondition for successful performance. "While experience is obviously valuable, it can also lead to fossilization, resistance to change, and stifling of the imagination. In this sense, a less experienced person may well turn out to be an excellent management consultant" (Drury et al, 2005, p.28). Professional 'tabula rasa', i.e. newly-graduated person is likely to be a good advisor, as their approach is objective enough, i.e. they are not yet 'spoiled' by business stereotypes, which are difficult to combat. The scholars hold that young employees have high intellect capacities, because of their age, but they also possess and apply creative approach to problem-solving and are always aware of newest technological advancements, which bring benefits to the company. Business issues are, however, often overlooked by young specialists, as they seem too easy at first glance, but this tendency to facilitation and simplification is useful in many senses: some problems can be solved at the first stages of development, but if exaggerated, they might turn into a real disaster for the company. Furthermore, innovations usually derive from the lack of experience, and in many cases these inventions become ground-breaking. The second myth, 'More information leads to better decisions" (ibid, p.29), creates a pattern of 'sand company', where each fact should be included and taken into account. Nevertheless, facts are always incomplete, as no-one is able to gather all information about the event and assess it objectively and impartially, so the main responsibility of consultant is high-quality performance in the environment with the lack of information. The most successful executives rely on their intuition: "A survey of over 2,000 top executives shows that they rely more on intuition than they admit. They don't admit it because intuition, being so subjective, is often mistrusted or negatively perceived as a decision-making strategy" (ibid, p.29). Daryl Conner, an American researcher, indicates that managers use to trust facts, figures and numbers and do not recognize intuition as an important signaling effect (Conner, 1993). Nevertheless, their professional skills allow them to anticipate certain events or trends, but they refuse to reconcile to the fact that they sometimes rely on pure intuition (ibid). Top-managers in this sense are vulnerable to stress, as their mind is often torn in two: on the one hand, they have well-prepared rational decision or solution, which fits all professional criteria; on the other hand, they feel their plan will be interfered or interrupted, so that its importance is lost (ibid). Another myth, 'There is no problem that can't be solved rationally' (Drury et al, 2005, p.29) indicates that executives seek constructive solutions though rational assessment and planning, i.e. they might ignore or disregard some unpredictable factors, such as notorious 'human factor'. In fact, emotive intelligence is attributed to all human-beings, with no exception, and hidden conflicts existing in any team are hard to control or change, especially when approaching rationally (i.e. offering additional material motivations or separating members). Milan Kubr exemplifies thus myth by the group dynamics, overlooked by executives: most of them believe that employee's personal gratification with job is determined by following conditions: interesting job, respective and appropriate income, overall prestige of the business area (Kubr, 2001). Surprisingly, less than 30 per cent prioritize team atmosphere and friendly job environment. As one might assume, executives also create a kind of mini-myth, stating that the most workable motivation is material, whereas many employees, as Kubr argues, devote themselves to a warm and friendly team (ibid, 2001). The fourth myth states that emotions are disruptive ( Drury et al, 2005, p.30). Nevertheless, "Effective consultants realize that all human beings are intimate mixtures of rationality and emotion, which, of course, includes feelings" (ibid, p.30). Emotional intelligence includes also such qualities as flexibility and ability to innovate or invent. Emotional persons are also more loyal to ethical standards and often make good specialists, who bring new clients by using their strong communication skills and techniques, such as empathy and attentive listening. One more myth, "Leaders must motivate their people' (ibid) also produces misunderstanding, primarily in terms of leadership, as managers often narrow their understanding of leadership as continuous motivation and control. On the other hand, there is a mystic group known as 'charismatic leaders', who achieve perfect results without using arrays of motivation techniques. John Baschab (2004) asserts that motivation underlies in executive's personality, as the related research suggests that the majority of employees view their manager as not merely a strong leader, but also as a creative person, who inspires and stimulates them with his/her own effective and efficient performance (Baschab, 2004). Willpower is not a prior quality, as respondents usually indicate that leader should primarily be aware of their individual needs (ibid), whereas motivation theories provide abstractive and universal framework. The myth #6 states that 'A lost object can't be found in the dark' (Drury et al, 2005, p.31). In spite of avoiding 'white spots' (unresolved or poorly-researched questions), managers should try to detect the benefits, hidden in the darkness. In fact, people are not always aware of their hidden potential, so directing their stare to underdeveloped or underestimated questions, executives are likely to obtain amazing results: for instance, giving an employee completely new assignment, the manager finds out that the worker is much smarter and possesses more problem-solving techniques that expected at the first stage. The final myth, 'Seven is not a magic number' (ibid), encourages executives to create their superstitions, which, however, should be neutral. Ritualism and the presence of corporate traditions nourish the spirit of informality, i.e. curbs the sense of 'artificial duties and responsibilities' imposed to employees. Magical thinking, in turn, nurtures creative imagination, i.e. allows both executive and employee to 'rotate' the problem of situation and view it from different sides. Due to the fact that management consulting is comparatively new area, innovatory approach is vital, as I assume from the article. To sum up, all myths should not be taken seriously, and each person should on their own and with their own logical reflections, come to a conclusion and determine whether to believe or to ignore them. Works cited 1) Armbruster, T. Rationality and Its Symbols: Signaling Effects and Subjectification in Management Consulting. Journal of Management studies, 41(8), December 2004, pp.1247-1269 2) Cross, R. Parker, A. and Prusak, L. Knowing What we Know: Supporting Knowledge Creation and Sharing in Social Network. Organizational Dynamics, Vol.30, No 2, pp.100-120, 2001 3) Block, P. Flawless Consulting. A Peter Block Company, 2004 4) Conner, D. Managing at the Speed of Change. New York: Villiard Books, 1993 5) Drury, M. and Kitsopoulos, S. Do You Still Believe in the Seven Deadly Myths Consulting Management; Mar 2005; 16 (1), pp.28-31 6) Baschab, J. The Professional Services Firm Bible. NY: Wiley, 2004 7) Kubr, M. (ed.) Management Consulting: A Guide to the Profession. 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