“Managers must learn how to adapt so they can solve problems they haven’t faced before”
“according to Chris Rodgers, an independent consultant and honorary senior visiting fellow at Cass Business School, except that these descriptions of the past are then turned into prescriptions for the present and future.
“We tell these stories in a way that makes it look like the leader knew what he or she was doing all along, that they had planned every decision in advance, but it only looks that way because we know that it ended well,” he said.
“What they were really doing was muddling along and trying things out along the way to see what worked, but afterwards these things are turned into stepwise models and people are told ‘do this, it is best practice’.
Management by muddling through
“Managers must learn how to adapt so they can solve problems they haven’t faced before”
“according to Chris Rodgers, an independent consultant and honorary senior visiting fellow at Cass Business School, except that these descriptions of the past are then turned into prescriptions for the present and future.
“We tell these stories in a way that makes it look like the leader knew what he or she was doing all along, that they had planned every decision in advance, but it only looks that way because we know that it ended well,” he said.
“What they were really doing was muddling along and trying things out along the way to see what worked, but afterwards these things are turned into stepwise models and people are told ‘do this, it is best practice’.
Original 1959 article also available at http://urban.hunter.cuny.edu/~schram/lindblom1959.pdf https://faculty.washington.edu/mccurdy/SciencePolicy/Lindblom%20Muddling%20Through.pdf
and some simple commentary at http://texaspolitics.utexas.edu/archive/html/bur/features/0303_02/muddling.html and http://www.huffingtonpost.com/george-munoz-frank-islam-and-ed-crego/the-necessity-for-muddling_b_3472094.html
prezi at https://prezi.com/8a0xlnh4jkst/the-science-of-muddling-through-by-charles-lindblom/
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