Introduction
This essay critically examines the management principles of Mary Parker Follett, a pioneering thinker in organisational theory and management studies during the early 20th century. Follett’s ideas, though developed nearly a century ago, remain relevant in contemporary discussions of leadership, conflict resolution, and organisational dynamics. The purpose of this essay is to explore Follett’s key principles, particularly her emphasis on integration, power with rather than power over, and the concept of group dynamics. This analysis will also evaluate the strengths and weaknesses of her theories, compare them to alternative management perspectives, and consider their relevance to the United Nations Sustainable Development Goals (SDGs), specifically SDG 16 (Peace, Justice and Strong Institutions). By demonstrating a broad understanding of Follett’s contributions and engaging in critical judgement, this essay aims to provide a nuanced perspective on her lasting impact in the field of management.
Mary Parker Follett: Key Principles in Management
Mary Parker Follett (1868–1933) was a social worker, philosopher, and management theorist whose work bridged psychology, sociology, and organisational studies. Unlike her contemporaries, such as Frederick Taylor, who focused on scientific management and efficiency through hierarchical control, Follett proposed a more humanistic and integrative approach to management. Her key principles can be distilled into three main areas: integration as a method of conflict resolution, the concept of ‘power with’ rather than ‘power over,’ and the importance of group dynamics in organisations.
Firstly, Follett’s principle of integration refers to her belief that conflict within organisations should not be resolved through compromise or domination but by finding a solution that integrates the interests of all parties involved. She argued that conflict is a natural and constructive part of organisational life, as it reveals differing perspectives that, when integrated, can lead to innovative outcomes (Follett, 1924). For example, in a workplace dispute between management and employees over working hours, Follett would advocate for a dialogue that seeks to understand both sides’ needs, ultimately crafting a solution that benefits all.
Secondly, Follett introduced the idea of ‘power with’ as opposed to ‘power over.’ Traditional management theories often viewed power as a top-down mechanism where authority rests with a few. Follett, however, saw power as a shared resource, co-created through collaboration (Follett, 1924). She believed that empowering employees and fostering mutual respect would lead to more sustainable and effective organisational outcomes. This principle challenges conventional hierarchical structures and anticipates modern participatory management styles.
Finally, Follett’s emphasis on group dynamics highlighted the importance of collective effort in achieving organisational goals. She viewed organisations as systems of interrelated individuals who must work together as a cohesive unit. Her work prefigured later theories of teamwork and organisational culture, suggesting that leadership should facilitate group cohesion rather than enforce rigid control (Follett, 1942). These principles collectively underscore Follett’s vision of management as a relational and democratic process, setting her apart from the mechanistic approaches dominant in her era.
Strengths of Follett’s Principles
Follett’s principles offer several strengths that remain pertinent to modern management. Her focus on integration as a conflict resolution strategy is particularly valuable in fostering innovation and collaboration. By encouraging dialogue and mutual understanding, organisations can avoid the pitfalls of adversarial approaches that often escalate tensions. Indeed, research suggests that integrative approaches to conflict lead to higher employee satisfaction and better decision-making outcomes (Metcalf and Urwick, 2003). Additionally, her ‘power with’ concept aligns with contemporary leadership models such as servant leadership, where leaders prioritise empowerment over control. This approach can enhance employee morale and reduce turnover, as individuals feel valued and heard.
Moreover, Follett’s emphasis on group dynamics resonates with current organisational practices that prioritise teamwork and diversity. Her ideas are particularly relevant to achieving SDG 16, which focuses on promoting peaceful and inclusive societies for sustainable development. By fostering collaborative environments, organisations can contribute to building inclusive institutions that reflect Follett’s integrative ethos. For instance, businesses adopting her principles might implement participatory decision-making processes, thereby supporting social equity and justice within workplace structures.
Weaknesses of Follett’s Principles
Despite their strengths, Follett’s principles are not without limitations. One significant weakness is the idealism inherent in her approach. The principle of integration assumes a level of goodwill and rationality among conflicting parties that may not always exist in real-world settings. In high-stakes or resource-scarce environments, achieving an integrative solution can be time-consuming and impractical, as parties may prioritise short-term wins over long-term collaboration (Graham, 1995). For example, in competitive industries, management may lack the patience or resources to engage in prolonged dialogue to resolve conflicts.
Furthermore, Follett’s notion of ‘power with’ can be challenging to implement in organisations with deeply entrenched hierarchical structures. While shared power is an admirable goal, it requires a cultural shift that may face resistance from those accustomed to traditional authority dynamics. Critics argue that her theories lack specific mechanisms for overcoming such resistance, limiting their applicability in certain contexts (Metcalf and Urwick, 2003). Lastly, Follett’s ideas, while visionary, were not supported by empirical data during her time, which somewhat undermines their credibility compared to more evidence-based management theories developed later.
Alternatives to Follett’s Principles
To address the limitations of Follett’s theories, alternative management approaches offer valuable perspectives. For instance, contingency theory suggests that there is no one-size-fits-all approach to management; rather, strategies must adapt to specific organisational contexts (Fiedler, 1967). This contrasts with Follett’s somewhat universalist view of integration and shared power, providing a pragmatic framework for managers facing situational constraints. Additionally, transformational leadership theory, which focuses on inspiring and motivating employees through a shared vision, offers a more structured approach to empowerment than Follett’s broader ‘power with’ concept (Burns, 1978). While Follett’s ideas remain foundational, these alternatives provide practical tools for addressing the complexities of modern organisational environments.
Conclusion
In conclusion, Mary Parker Follett’s principles of integration, ‘power with,’ and group dynamics represent a humanistic and forward-thinking approach to management that contrasts sharply with the mechanistic theories of her time. Her focus on collaboration and shared power offers enduring strengths, particularly in promoting innovation and aligning with sustainable development goals such as SDG 16. However, the idealism and lack of specificity in her theories pose challenges in practical implementation, especially in hierarchical or competitive settings. Alternatives like contingency theory and transformational leadership provide complementary perspectives that address some of these weaknesses. Ultimately, Follett’s contributions remain a valuable foundation for understanding management as a relational process, and her ideas continue to inspire discussions on creating inclusive and equitable organisational structures. By critically engaging with her work, managers can draw on her insights while adapting them to contemporary challenges, ensuring relevance and applicability in today’s dynamic business landscape.
References
- Burns, J.M. (1978) Leadership. Harper & Row.
- Fiedler, F.E. (1967) A Theory of Leadership Effectiveness. McGraw-Hill.
- Follett, M.P. (1924) Creative Experience. Longmans, Green and Co.
- Follett, M.P. (1942) Dynamic Administration: The Collected Papers of Mary Parker Follett. Harper & Brothers.
- Graham, P. (1995) Mary Parker Follett: Prophet of Management. Beard Books.
- Metcalf, H.C. and Urwick, L. (2003) Dynamic Administration: The Collected Papers of Mary Parker Follett. Routledge.
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