Philosophical Underpinnings for Equilibrium of Values and Implications for Management Education: A Response to Harold Leavitt

Abstract

I first of all address the dilemma caused by the difference between us “humanizers” and big organizations. In particular, I look at the value systems of big organizations. Leavitt listed a number of causes that encourage and contribute to the unhealthy environments of big organizations. I elaborate on their value systems as a fundamental cause. Second, I elaborate on our enemies. Leavitt listed a number of enemies, including the systemizers of big organizations. I extend Leavitt's list of our enemies—the additional enemy being within our own psyche of sharing a similar value system to a certain extent—hence pointing to the challenge of combating our own way of thinking as a first priority for management learning and education. Third, in response to Leavitt's call to train our students appropriately, I extend Leavitt's discussion about what we can do about big organizations in light of the framework of situated cognition and learning (e.g., Brown, Collins, & Duguid, 1989; Rogoff, 1990).

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