From the Historical Collection
of the work of Dr. Clare W. Graves
- presentations, papers, recorded transcripts, notes -
William R. Lee
April 2001
_______________________________________________________________________
THE
CONGRUENT MANAGEMENT STRATEGY
By
Clare W. Graves
Helen T. Madden
Lynn P. Madden
Dr.
Clare W. Graves is Professor of Psychology at Union College. His
background includes work in criminal psychology, child psychology,
psychopathology, and industrial applications of personality
theory. Dr. Graves has successfully applied his Level of Existence
theory in aiding organizations from both the public and private
sector.
Dr.
Helen T. Madden is Executive Vice President of Madden, Madden and
Associates. She is responsible for providing consulting services
to government and industry in the areas of planning, project
management, productivity, and management development. Formally she
developed new business strategies and analysis techniques for use
in business planning for International Business Machines.
Mr.
Lynn P. Madden is President of Madden, Madden and Associates and
responsible for consulting activities in the areas of
organizational development and systems analysis. He has
successfully applies the concepts, presented in this paper, in
several organizations. At the present time he is refining various
tools to help facilitate the implementation of these concepts in
organizations and conducting numerous management seminars for
government and industry. Mr. Maddens’ previous experience
includes work in computer memory engineering at International
Business Machines and teaching at Union College’s graduate
division.
__________________________________________________________________
For
many years managers and organizations have invested heavily to
find the “best” way to lead, motivate, and manage. What has
been the return on investment? In many cases it has been
confusion, contradiction, frustration, and no definitive results.
In fact, situation after situation can be shown where the same
managerial style gave diagrametrically opposed results. The poor,
often disastrous results were explained away by advocates of the
particular style as being due to inept application. An excuse the
manager and organization found hard to accept in light of very
real experience and intuition. What is there in this conceptual
turbulence that the manager or organization should listen to? What
should be ignored?
It is in full appreciation of all that has gone before that
we offer a management strategy that will clear away the confusion
and apparent conflicts over what is and is not an appropriate
managerial style. The ideas on managerial style contained in this
article are one applied aspect or a much broader theory of
“levels of psychological existence” [1, 2, 3]. Various
articles and papers have presented an application of this theory
to personnel strategies from the total organizational viewpoint
[4, 5, 6].
The basis of this theory is that people are different; that
people are motivated by different stimuli, and that there is a
pattern to these differences. We present a common sense management
approach called the Congruent Management Strategy. In addition, we
hope to show that the skepticism with which the practicing manager
greeted purveyors of the claimed “only appropriate” managerial
style was well warranted.
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