RE: Evaluating competing theories

[Hamilton John TSgt 17TRW/QI <John.Hamilton@goodfellow.af.mil>]

Dan asked:
Can a management theory have examples that disprove it, and still be useful?
People cling to "rules of thumb" because they perceive them as very useful
in classifying people, events, etc. and they are not that interested in
competing theories that may offer greater precision.  How are competing
management theories evaluated by people, and company leaders in particular?

I believe most people (managers/workers/farmers/homemakers/whatever) are
taught a certain way of doing things and will face a new problem based on
what they already know worked in the past.  Most times these experiences
will solve the situation to their satisfaction but there will be a few
exceptions where this will not happen.  When these situations occur, I
believe, they continue trying to bang the square peg into the round hole.
They are reluctant to try new ideas and principles that are not based on
their personal experience, the out-of-the-box metaphor.

Isn't this our job?  To convince them to try the new or unproven principles
based on facts and supporting data that the way they are doing it doesn't
work?  We argue, cajole, influence, steer the management decisions to take
the chance.  People cling to the "rules of thumb" because it's easy.  It
classifies everything and paints a rosy picture where we all feel
comfortable.  I've read examples where scientists will dismiss data because
it didn't fall within their perception of where the data should fall; it
disproved their original hypothesis and was summarily discarded.  People do
it all the time.  

I have to use a military model here. IMO, we (management advisors) fight the
battles we think we can win (to our way of thinking) and leave the ones we
know isn't worth the effort.  Once in a while we get a really good battle, a
principle really worth fighting for, and win or loose, it was a good battle.
As long as we don't loose sight of the final objective, to win the war.  I
believe everyone wants to do what's best; we all want to do a good job.
Either through logical analysis or emotional appeal, our job should be to
help (senior) managers make the right decisions that help everyone else in
the organization do the best job they can.


TSgt John Hamilton Jr
17 TRW/MQ
Goodfellow AFB, TX
john.hamilton@goodfellow.af.mil
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