The autumn 2015 edition of Professional Manager contains a great article by Adrian Furnham, entitled “Write a business bestseller”. In it he identifies 11 essential ingredients of what he describes as “a management blockbuster”.
Whilst setting out this recipe for success in the literary world, he neatly exposes the gaps between the simplistic view of organization that such books typically present and the complex reality that managers experience day in, day out. He does this so subtly, though, that I can see many readers eagerly following his ‘advice’ in pursuit of their “dream of being a management guru”.
In essence, Furnham cleverly advances the same argument that I was trying to make more matter-of-factly in my recent post entitled, “10 examples of language that denies the real-world complexity of organization and management”. On the face of it, he is offering some advice to budding authors. In actuality he is deriding the naïve ‘if you do this, you’ll get that’ prescriptions that prevent more meaningful engagement with the dynamics of organization and a more practical understanding of management practice.