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MARY PARKER FOLLETT

Born 1868 near Boston, Mass

Well to do family Attended Radcliffe/Harvard

Gaunt Bostonian spinster

Fluent in German and French Lived with her long time companion

Five Books


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Acolades Peter Drucker

The brightest star in the management firmament

Prophet of Management Warren Bennis

Swashbuckling advance scout of management

thinking

Rosabeth Moss Kanter

Reading Mary Parker Follett is like entering a zone

of calm in a sea of chaos


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FIVE BOOKS 1896 The Speaker of the House of

Representatives

1918 The New State Group Organization, theSolution for Popular Government

1924 Creative Experience

(1933 Died)

1941 Dynamic Administration The Collected

Papers of Mary Parker Follett

1949 Freedom and Coordination


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The Speaker of the House

of Representatives (1896)

Researched and written while still a college

student

Examines the methods used by effective Speakersto exert their power and influence

Reviewed by Teddy Roosevelt (then head of the

NYC Board of Police Commissioners). He called

it indispensable reading for any study of Congress


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The New State (1918) Advocated the replacement of bureaucratic institutions by

group networks in which the people themselves analyzed

their problems and then produced and implemented theirown solutions

Book critically acclaimed in both US and England

MPF asked to be on several Boards (arbitration boards,

minimum wage boards, public tribunals, etc.)

These experiences allowed MPF to examine the politics of

industrial relations


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Creative Experience (1924)

Circular Response and Integrative Behavior

We react not only to the other party but also

to the relationship that exists between us,

thus creating in part our own response.


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Dynamic Administration (1941)

Compilation of lectures given in New York at the annualBureau of Personnel Administration meetings

Demonstrated how the ideas that contributed to a strong

and healthy society could also contribute to a creative andsuccessful business organization.

Constructive Conflict

Power Authority

Leadership


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Constructive Conflict Dont ask who is right in a conflict

The proper response is to assume that both

sides are right, but to different questions

Integrate both positions into a new anddifferent answer that satisfies what each

side considers right The end result is not victory or even

compromise, but Integration of Interests


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Power Power Over vs. Power With

How to Reduce Power Over

Integration

Law of the Situation

Make businesses more of a functional unityOpen knowledge


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Authority Strive for management with authority all down

the line

Replace ultimate authority (by the CEO) withcumulative authority


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Leadership Prerequisites for Leadership

Thorough knowledge of the job

Ability to grasp the total situation

One who can organize the experience of thegroup and thus get the full power of the group

Vision for the future; Anticipate change

Leadership can be learned


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Freedom and Coordination (1949)

Compilation of lectures given in London at

the London School of Economics

Profoundly interested in the individual in

society and how one could attain personal

fulfillment while striving at the same time

to create a well-ordered and just society Most developed of her ideas


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Conflict

Three ways to resolve Conflict

Domination

Compromise

Integration


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Advantages of Integration Integration creates something new

Difference itself is not pathological

Leads to permanent solutions


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Steps to Integration Identify the differences face the issues

Evaluation leads to revaluation

Break each sides demands into parts


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Obstacles to Integration Requires intelligence, perception, discrimination,

and above all a brilliant inventiveness

Some people enjoy domination

Undue influence of leaders

Lack of training in integration


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Giving Orders Disadvantages of arbitrary commands

Breaks initiative

Discourages self reliance

Lowers self respect Ways to give orders

Depersonalize - Law of the situation

Replace orders by teaching the techniques of a job

Give reasons with the order All employees should know the purpose of the firm


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Criticisms Lack of experience in industry

A dreamy idealist

A social philosopher

Lacked empirical data

parkerfollett full

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