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http://www2.theiet.org/oncomms/sector/management/magazine.cfm?issueID=172&articleID=FDFDCAE2-E455-4A70-B6932ED85B969F4D
Engineers of the world – thank you! For over 100 years you have provided millions of leaders and management consultants with a highly structured methodolgy.
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Engineering is a formal discipline, and it is scientifically designed – and that’s how we have always looked at organisations. Engineering provides us with the clever, hard-edged kudos that psychology, sociology, philosophy and all other soft humanities have failed to provide us with. But I think it’s fair to say that the speed at which we have adopted this way of thinking without understanding the science behind it (and quite frankly without caring much for it) means that, while you’ve certainly helped us, we, on the other hand, have undeniably failed you. Management thinking to date has been directed at the wrong problem. Leadership literature’s focus on formal authority and organisational structures has been at the expense of what I call the ‘real organisation’ – the powerful network of informal relationships which doesn’t appea
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