The Organization Man
This is the concluding chapter of a very famous book that appeared in 1956. The focus of the analysis is on the impact that the Organization (e.g. the corporation) has on the life of the individuals which are requested to conform for the good of the group (the business company or the society at large). What the author propounds is the search for a balance between the individual and the organization in which he/she operates in order to reap the benefits of both personal creativity and social cooperation.
Let us now broaden our view to organization man in general and ask what
this climate of thought portends. If, as I believe, the people I have been
examining in this book are representative of the main stream of organization
life, one thing seems clear. If ever there was a generation of technicians,
theirs is it. No generation has been so well equipped, psychologically as
well as technically, to cope with the intricacies of vast organizations;
none has been so well equipped to lead a meaningful community life; and none
probably will be so adaptable to the constant shifts in environment that
organization life is so increasingly demanding of them. In the better sense
of the word, they are becoming the interchangeables of our society and they
accept the role with understanding. They are all, as they say, in the same
But where is the boat going? No one seems to have the faintest idea; nor, for that matter, do they see much point in even raising the question. Once people liked to think, at least, that they were in control of their destinies, but few of the younger organization people cherish such notions. Most see themselves as objects more acted upon than acting - and their future, therefore, determined as much by the system as by themselves.
In a word, they accept, and if we do not find this comforting at least we should recognize that it would be odd if they did not feel this confidence. For them society has in fact been good - very, very good - for there has been a succession of fairly beneficent environments: college, the paternalistic, if not always pleasant, military life; then, perhaps, graduate work through the G.I. Bill of Rights, a corporation apprenticeship during a period of industrial expansion and high prosperity, and, for some, the camaraderie of communities like Park Forest. The system, they instinctively conclude, is essentially benevolent.
No one should begrudge them the prosperity that has helped make them feel this way. If we have to have problems, after all, the adversities of good times are as worthy as any to have to worry about. Nor should we regard the emphasis on co-operation as a reversal of our national character. When the suburbanites speak of re-establishing the spirit of the frontier communities, there is a truth in their analogy. Our country was born as a series of highly communal enterprises, and though the individualist may have opened the frontier, it was the co-operative who settled it. So throughout our history. Our national genius has always lain in our adaptability, in our distrust of dogma and doctrine, in our regard for the opinion of others, and in this respect the organization people are true products of the American past. "The more equal social conditions become," De Tocqueville, no friend of conformity, presciently observed, "the more men display this reciprocal disposition to oblige each other."
And there is the crux. When De Tocqueville wrote this a century ago it was the double-edged nature of this disposition that haunted him. He understood its virtue; he was an aristocrat and he confessed that he missed the excellence of the few in the good of the many, but he saw clearly that our egalitarianism and our ease of social co-operation were the great fruits of democracy. We could not sustain these virtues without suffering their defects. But could we keep them in balance? De Tocqueville made a prophecy. If America ever destroyed its genius it would be by intensifying the social virtues at the expense of others, by making the individual come to regard himself as a hostage to prevailing opinion, by creating, in sum, a tyranny of the majority.
And this is what the organization man is doing. He is doing it for what he feels are good reasons, but this only makes the tyranny more powerful, not less. At the very time when the pressures of our highly organized society make so stringent a demand on the individual, he is himself compounding the impact. He is not only other-directed, to borrow David Riesman's concept, he is articulating a philosophy which tells him it is right to be that way.
My charge against the Social Ethic, then, is on precisely the grounds of contemporary usefulness it so venerates. It is not, I submit, suited to the needs of "modern man," but is instead reinforcing precisely that which least needs to be emphasized, and at the expense of that which does. Here is my bill of particulars.
It is redundant. In some societies individualism has been carried to such extremes as to endanger the society itself, and there exist today examples of individualism corrupted into a narrow egoism which prevents effective co-operation. This is a danger, there is no question of that. But is it today as pressing a danger as the obverse - a climate which inhibits individual initiative and imagination, and the courage to exercise it against group opinion? Society is itself an education in the extrovert values, and I think it can be rightfully argued that rarely has there been a society which has preached them so hard. No man is an island unto himself, but how John Donne would writhe to hear how often, and for what reasons, the thought is so tiresomely repeated.
It is premature. To preach technique before content, the skills of getting along isolated from why and to what end the getting along is for, does not produce maturity. It produces a sort of permanent prematurity, and this is true not only of the child being taught life adjustment but of the organization man being taught well-roundedness. This is a sterile concept, and those who believe that they have mastered human relations can blind themselves to the true bases of co-operation. People don't co-operate just to co-operate; they co-operate for substantive reasons, to achieve certain goals, and unless these are comprehended the little manipulations for morale, team spirit, and such are fruitless.
And they can be worse than fruitless. Held up as the end-all of organization leadership, the skills of human relations easily tempt the new administrator into the practice of a tyranny more subtle and more pervasive than that which he means to supplant. No one wants to see the old authoritarian return, but at least it could be said of him that what he wanted primarily from you was your sweat. The new man wants your soul.
It is delusory. It is easy to fight obvious tyranny; it is not easy to fight benevolence, and few things are more calculated to rob the individual of his defenses than the idea that his interests and those of society can be wholly compatible. The good society is the one in which they are most compatible, but they never can be completely so, and one who lets The Organization be the judge ultimately sacrifices himself. Like the good society, the good organization encourages individual expression, and many have done so. But there always remains some conflict between the individual and The Organization. Is The Organization to be the arbiter? The Organization will look to its own interests, but it will look to the individual's only as The Organization interprets them.
It is static. Organization of itself has no dynamic. The dynamic is in the individual and thus he must not only question how The Organization interprets his interests, he must question how it interprets its own. The bold new plan he feels is necessary, for example. He cannot trust that The Organization will recognize this. Most probably, it will not. It is the nature of a new idea to confound current consensus - even the mildly new idea. It might be patently in order, but, unfortunately, the group has a vested interest in its miseries as well as its pleasures, and irrational as this may be, many a member of organization life can recall instances where the group clung to known disadvantages rather than risk the anarchies of change.
It is self-destructive. The quest for normalcy, as we have seen in suburbia, is one of the great breeders of neuroses, and the Social Ethic only serves to exacerbate them. What is normalcy? We practice a great mutual deception. Everyone knows that they themselves are different - that they are shy in company, perhaps, or dislike many things most people seem to like - but they are not sure that other people are different too. Like the norms of personality testing, they see about them the sum of efforts of people like themselves to seem as normal as others and possibly a little more so. It is hard enough to learn to live with our inadequacies, and we need not make ourselves more miserable by a spurious ideal of middle-class adjustment. Adjustment to what? Nobody really knows - and the tragedy is that they don't realize that the so-confident-seeming other people don't know either.
Now let us ask if these defects are inevitable. Does The Organization have to require acquiescence? Many critics of American civilization, European critics in particular, see our spiritual conformities as an unavoidable consequence of an industrial society, and further growth and prosperity of our kind, they believe, will lead to the ultimate dehumanization of man. The external similarities of American life, in short, they hold as inextricably related to the inner similarities.
We should never allow ourselves to be complacent about the external similarities of American life, or use prosperity as an apologia for Babbittry . But it is a retrograde point of view that fails to recognize that these similarities are in great part a consequence of making the benefits of our civilization available to more people. The monotonous regularity of ranch-type houses that can so easily appall us is not the product of an inner desire for uniformity so much as the fact that modular construction is a condition of moderate-cost housing. This kind of housing is no more or less a pressure for inner conformity than the rows of identical brownstones of the 1890s or, for that matter, the identical brick fronts of the 1700s.
Science and technology do not have to be antithetical to individualism. To hold that they must be antithetical, as many European intellectuals do, is a sort of utopianism in reverse. For a century Europeans projected their dreams into America; now they are projecting their fears, and in so doing they are falling into the very trap they accuse us of. Attributing a power to the machine that we have never felt, they speak of it almost as if it were animistic and had a will of its own over and above the control of man. Thus they see our failures as inevitable, and those few who are consistent enough to pursue the logic of their charge imply that there is no hope to be found except through a retreat to the past.
This is a hopelessly pessimistic view. The fault is not in the pressures of industrial society - an agrarian society has pressures as powerful - but in the stance we assume before these pressures. If we reverse our current emphases, we will not reverse progress, for individualism is more necessary, not less, than it ever was.
This does not mean a "return" to the Protestant Ethic as preached a century ago. It is futile to speak of individualism as if unrestrained self-interest will somehow produce the greater good. It is for this reason, perhaps, that the right wing has remained a comparatively negative force in American thought. Even more than those who preach the Social Ethic slough over the individual's rights against society, the right sloughs over the individual's obligations to society - and the lack of realism is sensed by the middle as well as the left.
The pendulum analogy that suggests itself would be misleading, for it implies a return to some ideal state of balance. What we need is not to return but to reinterpret, to apply to our problems the basic idea of individualism, not ancient particulars. The doctrines of the nineteenth-century businessman and our modem society are disparate, but that they are disparate is little cause for us to assume that individualism must be too. The central ideal - that the individual, rather than society, must be the paramount end - animated Western thought long before the Industrial Revolution, or Calvinism, or Puritanism, and it is as vital and as applicable today as ever.
But what is the "solution"? many ask. There is no solution. The conflict between individual and society has always involved dilemma; it always will, and it is intellectual arrogance to think a program would solve it. Certainly the current experience does suggest a few steps we can profitably take, and I would like to suggest several. Common to all, however, must be a fundamental shift of emphasis, and if this is evaded, any change will exist largely on the level of language. The organization man has a tremendous affinity for vogue words by which the status quo can be described as dynamic advance, and "individualism," alas, is such a word. Let us beware, then, the hard-sell, twelve-point program. Many have been touted as in the name of individual expression, but as those suppressed by them will sense, they are usually organization-serving loyalty devices that fool only those who administrate them.
This caveat made, let me suggest several areas where constructive proposals are in order. First, "human relations."
We need by all means to continue to experiment and study. Whatever we call human relations, they are central to the problem of The Organization and the individual, and the more we find out about the effect of the one on the other the better we can find more living room for the individual. But it's not going to be done if many of those who propagate the doctrine cling to self-proving assumptions about the overriding importance of equilibrium, integration, and adjustment. The side of the coin they have been stating at so intently is a perfectly good one, but there is another side and it should not be too heretical at least to have a peek at it. Thousands of studies and case histories have dwelled on fitting the individual to the group, but what about fitting the group to the person? What about individual dynamics? The tyranny of the happy work team? The adverse effects of high morale?
One does not have to be in favor of unhappiness to explore such hypotheses, and now, encouragingly, a few whose good will is unquestionable are showing more disposition to do so. The Harvard Business School, which almost grew old with human relations, has been using the word administrator less, the word leader more, and lately its best research seems directed at the matter of individual initiative more than of group happiness. Rensis Likert , the leader of the "group dynamics" school, has announced that recent studies of organization are leading him and his colleagues to question their earlier conclusions that good morale necessarily produces high productivity. They still believe that the work group should be supervised as a group rather than on a man-to-man basis, but they do warn that the supervisor who concentrates on making the group happy may produce belongingness but not very much else.
Another fruitful approach would be a drastic re-examination of the now orthodox view that the individual should be given less of the complete task, the team more of it. For a century we have been breaking down tasks into the components and sub-components, each to be performed by a different cell member, and this assembly-line mentality has affected almost everything that men do for a living, including the arts. We can grant that to a degree the benefits of compartmentalized work have surpassed the disadvantages. But do we have to grant that progress demands more of same? That the monotony, the sacrifice of individual accomplishment are inevitable? On the assembly line itself, where specialization would seem most necessary, some companies have found that a reversal of emphasis can actually lead to more productivity. Instead of trying to offset the monotony of a task with externals, such as bowling alleys and "economic education," they have enlarged the task itself. By giving the worker more of the total job to do - asking him to wire the whole set, for example, instead of just one relay - they have given him that wonderful thing that is challenge, and he has responded with more effort, more skill, more self-respect.
Is there not a moral here for all organization life? If we truly believe the individual is more creative than the group, just in day-to-day routine there is something eminently practical we can do about it. Cut down the amount of time the individual has to spend in conferences and meetings and team play. This would be a somewhat mechanical approach to what is ultimately a philosophical problem, but if organization people would take a hard look at the different types of meetings inertia has accumulated for The Organization, they might find that the ostensibly negative act of cutting out many of them would lead to some very positive benefits over and above the time saved. Thrown more on their own resources, those who have nothing to offer but the skills of compromising other people's efforts might feel bereft, but for the others the climate might be invigorating. Of itself such a surface change in working conditions would not give them more freedom, but it would halt a bad momentum, it would force organization to distinguish between what are legitimate functions of the group and what are not, and even if it yielded only a few more hours, this would be no small blessing. Once enjoyed, room to move around in is sweet indeed, and men partially liberated might be tantalized into demanding more.
In fighting the incubus of team work, we need to look more understandingly at the frustrations of those involved. Let's go back a moment to the situation of the professional employee. Studies have now convinced organization people that engineers and scientists in industry make up its most disaffected group, and that something should be done about it. The diagnosis is valuable. But how does organization interpret it? Organization people have concluded that the trouble is that the professional tends to be career-oriented rather than company-oriented. What The Organization must do, they believe, is to direct its efforts at integrating him by giving him more company status, indoctrinating him more effectively in the "big picture," by making him, in short, a company man.
How futile, how destructive is this solution! Why should the scientist be company-oriented? Is he to be called maladjusted because he does not fit the administrator's Procrustean bed? And of what profit would be his integration? It is not to his self-interest, neither is it to that of The Organization. Leave him his other allegiance. It is his work that must be paramount, and efforts to divert him into contentment are the efforts best calculated to bridle the curiosity that makes him productive.
Is it so practical? There is a magnificent piece of evidence that it is anything but. In the great slough of mediocrity that is most corporation research, what two laboratories are conspicuous exceptions in the rate of discovery? They are General Electric's research department and Bell Labs: exactly the two laboratories most famous for their encouragement of individualism - the most tolerant of individual differences, the most patient with off-tangent ideas, the least given to the immediate, closely supervised team project. By all accounts, the scientists in them get along quite well, but they do not make a business of it, and neither do the people who run the labs. They care not a whit if scientists' eyes fail to grow moist at company anthems; it is enough that the scientists do superbly well what they want to do, for though the consequences of profit for The Organization are secondary to the scientist, eventually there are these consequences, and as long as the interests of the group and the individual touch at this vital point, such questions as belongingness are irrelevant. Hard-boiled? No, tough-minded - and what more moral basis, it can be asked, for people working together, scientists or others?
It is not just for the scientist, not just for the brilliant, that the moral should be drawn, and this brings us to what ultimately is the single greatest vehicle for constructive change-education. The many points against the social adjustment emphases now prevailing are being vigorously sounded, and it is right that they should be, but one point needs to be made much more emphatically. The case for a rigorously fundamental schooling can be made on the utilitarians' own grounds: social usefulness. There are better reasons for the development of the individual, but until this point is made more clearly we seem by default to leave the debate on the either/or grounds of "democratic education" versus a highly trained elite. This is false antithesis. The great bulk of people will face organization pressures as inhibiting for them as for the few, and they need, as much if not more, to have the best that is within them demanded early. Is it "democratic" to hold that the humanities can have no meaning for them? They do not have to be taught to shake hands with other people; society will attend to this lesson. They have to be taught to reach. All of them. Some will be outstanding, some not, but the few will never flourish where the values of the many are against them.
I have been speaking of measures organizations can take. But ultimately any real change will be up to the individual himself, and this is why his education is so central to the problem. For he must look to his discontents with different eye. It has been said that dominance of the group is the wave of the future and that, lament it or not, he might as well accept it. But this is contemporaryism at its worst; things are not as they are because there is some good reason they are. Nor is the reverse true. It may one day prove true, as some prophets argue, that we are in a great and dismal tide of history that cannot be reversed, but if we accept the view we will only prove it.
Whatever kind of future suburbia may foreshadow, it will show that at least we have the choices to make. The organization man is not in the grip of vast social forces about which it is impossible for him to do anything; the options are there, and with wisdom and foresight he can turn the future away from the dehumanized collective that so haunts our thoughts. He may not. But he can.
He must fight The Organization. Not stupidly, or selfishly, for the defects of individual self-regard are no more to be venerated than the defects of co-operation. But fight he must, for the demands for his surrender are constant and powerful, and the more he has come to like the life of organization the more difficult does he find it to resist these demands, or even to recognize them. It is wretched, dispiriting advice to hold before him the dream that ideally there need be no conflict between him and society. There always is; there always must be. Ideology cannot wish it away; the peace of mind offered by organization remains a surrender, and no less so for being offered in benevolence. That is the problem.
 Babbitry: A narrow-minded, self-satisfied person with an unthinking attachment to middle-class values and materialism. After George F. Babbitt, the main character in the novel Babbitt (1922) by Sinclair Lewis.
 Rensis Likert (1903-1981) was a professor of psychology and sociology at the University of Michigan. He wrote on management and industrial organization.