Senge’s (1990) characterization of controlling organizations mirrors the values of the instructional paradigm. In his preface to the revised edition of The Fifth Discipline, Senge quotes Edward Deming: “Our prevailing system of management has destroyed our people. People are born with intrinsic motivation, self-respect, dignity, curiosity to learn and joy in learning. The forces of destruction begin with toddlers—a prize for the best Halloween costume, grades in school, gold stars—and go on up through the university. . . . We will never transform the prevailing system of management without transforming our prevailing system of education. They are the same system” (xii–xiii).
Among the elements of traditional or controlling organizations that Senge (1990) identified were managing by fear, which results in focusing first on pleasing the boss (or teacher); dualistic thinking regarding right versus wrong answers, which results in overemphasis on technical problem solving; predictability and controllability evidenced in the belief that managing is controlling; and a recognition that excessive competitiveness leads to distrust—all of which leads to organizational fragmentation. Senge (1990) sees that leadership in traditional, controlling organizations is predicated upon a belief in people’s powerlessness, their need to be directed and led. This characterization of the traditional, controlling organization all too accurately describes the workplace governed by the instructional paradigm, the system that Deming claimed has destroyed our people.
Among the elements of traditional or controlling organizations that Senge (1990) identified were managing by fear, which results in focusing first on pleasing the boss (or teacher); dualistic thinking regarding right versus wrong answers, which results in overemphasis on technical problem solving; predictability and controllability evidenced in the belief that managing is controlling; and a recognition that excessive competitiveness leads to distrust—all of which leads to organizational fragmentation. Senge (1990) sees that leadership in traditional, controlling organizations is predicated upon a belief in people’s powerlessness, their need to be directed and led. This characterization of the traditional, controlling organization all too accurately describes the workplace governed by the instructional paradigm, the system that Deming claimed has destroyed our people.
