Imperfection. Drucker is talking about the need to understand the importance of the imperfect nature of society while supporting its goals. He has an interesting phrase. “Nothing is more contemptible than the sum resignation to the inevitable imperfections of society which in all ages has characterized the Philistines. (So long as the Philistines are a literary society, the provides a metaphor for a certain type of action, his insight is fine. Should there be a Philistine Anti-defamation organization, then he is in trouble.)
He writes about American society as dualist, as both pragmatic and realistic, but he is really talking about hope. We are best when we are a hopeful people, when we expect good, when we see the thing with feathers that hovers in the air, when we know that it has a substance.
Showing posts with label imperfection. Show all posts
Showing posts with label imperfection. Show all posts
Tuesday, July 6, 2010
Thursday, June 3, 2010
Organic Growth: The Concept of the Corporation Chapter 2
Perhaps I was too cynical yesterday. Perhaps I was too impressed with the similarities in language between Hard Times and Concept of the Corporation. In fact, I’ve been in organizations run by opinions and know the frustrations of dealing with demons.
Drucker balances the insistence of fact against the idea that General Motor’s decentralization was not imposed by a dictatorial power but grew naturally and adjusted to needs of people and organizations.
Human organizations often have to take detours, he notes. “Being human they run never aspire to perfection and must thus make imperfection workable. Being human they also have to reckon with the very considerable differences of temperament, ability and rhythm between individuals.”
This split, which marks the difference between the human and the absolute, is the issue that makes Drucker interesting.
Drucker balances the insistence of fact against the idea that General Motor’s decentralization was not imposed by a dictatorial power but grew naturally and adjusted to needs of people and organizations.
Human organizations often have to take detours, he notes. “Being human they run never aspire to perfection and must thus make imperfection workable. Being human they also have to reckon with the very considerable differences of temperament, ability and rhythm between individuals.”
This split, which marks the difference between the human and the absolute, is the issue that makes Drucker interesting.
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