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Irrational Institutions: Business, Its Leaders, and The Lean Movement
Paperback
ISBN13: 9781732019119
Publisher: Cubic, LLC
Published: Jan 3 2020
Pages: 120
Weight: 0.35
Height: 0.28 Width: 5.50 Depth: 8.50
Language: English
Irrational Institutions asks a question that decades of success stories never answer: If progressive management systems like Lean so clearly works better, why do most leaders reject it and most transformations fail? Writing as an insider and critic, the book locates the answer not in individual failings but in irrational institutions: The deep-seated social habits of thought and actions of leaders that quietly govern business, leadership, and the Lean movement itself.
This book helps readers by:
- Redefining Irrationality as a Systemic Force. The introduction reframes irrationality as flawed preconceptions and social habits of thought and action that give readers a sharper lens for understanding why demonstrably better management methods get rejected.
- Exposing Business's Irrational Foundations. Traces how the Enlightenment invention of self-interested economic man were deemed rational while service to the group was deemed irrational, seeding zero-sum thinking and two-tier logic (by right for leaders, by fact for workers) into the very institution of business.
- Revealing Leadership's Hidden Aesthetics. Shows how the institution of leadership sets the standards of beauty and ugliness, judging management by sight, sound, and gut feeling informed by outdated preconceptions, and explaining why leaders instinctively find classical management beautiful and progressive management ugly.
- Turning the Critique On the Lean Movement. Confronts an uncomfortable irony: The Lean community, devoted to problem-solving and respect for people, has for decades ignored its own struggles and failures, emulated rather than innovated, and worked only on problems its leaders deem acceptable. And in doing so, has disrespected people.
- Pointing Toward More Rational Institutions. The conclusion draws the threads together, using the outside view (echoing Deming's insight that a system cannot understand itself) to show why doing more of what was done before won't work, and what a saner path might require.
More reflective and structural than a how-to, this is a work of intellectual iconoclasm that paints the full picture, opportunity and dysfunction alike, rather than half of it. For practitioners, scholars, and thoughtful leaders who suspect the usual success narratives conceal something deeper, it offers a rigorous, unflinching account of why companies institutions resist becoming better.
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