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Management Fads

James C. Galvin | Outcomes, Jan/Feb 2007

Editor's note: Our reflection on CMA's 30 years led to a discussion about the many different management practices over the last three decades. Some worked. Others didn't. We asked ourselves: "How can you tell the difference between a management fad and something that's going to really work?" Organizational consultant Jim Galvin looks at some past management initiatives and helps us determine what is a fad and what is a true innovation.

Remember MBWA? "Management by walking around" was widely discussed in the 1980s as a way to improve organizational performance. What actually happened was that out-of-touch bosses got out of their offices and started micromanaging, violating chains of command, confusing supervisors, and generally irritating employees.

Yet this practice proved to be beneficial for executives in organizations with many layers. I know some ministry leaders who intentionally practice MBWA today as a way to stay visible and in touch with employees and volunteers. So is it a management fad or valid best practice?

Perhaps at some point in your career somebody gave you a copy of the One Minute Manager. In the 1980s, people were buying the thin $15 hardcover by the case. The book was a phenomenon. But have you ever been on the receiving end of a One Minute Reprimand? Did you find it inspiring and motivational? Yet goal-setting and immediate feedback endure as powerful management tools. So was the One Minute Manager a fad, or a collection of three best practices?

Let's not forget The 7 Habits of Highly Effective People. Millions of people have experienced the workshop or read the book. By the way, do you know anyone who can name all of the habits? Was it a fad or did it make an enduring contribution?

Flavor of the month

What exactly is the difference between a management fad and a management innovation that makes a lasting contribution? Surprisingly, not that much. "Management fad" is a derisive term used to describe a management philosophy or practice that sweeps through organizations, then disappears when enthusiasm diminishes. Distrustful employees call these "flavor of the month" programs. Fads make a wave, while successful change efforts make a difference.