Hack:
Let's change language - from "management" to "enablement"

By Matt Hancocks

May 14, 2016 at 8:50pm

Leadership

Management

New Ways of Working

Moonshots

Build "natural", flexible hierarchies

Redefine the work of leadership

Rethink the philosophical foundations of management

Summary

So, It's time to reinvent management! Why don't we start by changing the very word and move away from using "Management" to "Enablement". This means we start to talk about enablers rather than managers - people who enable the organisation in the fulfilment of its purpose.

Problem

For all the reasons why we are all trying to reinvent "management". The very word "management" it's steeped in organisational history I can certainly trace its origins back to the industrial revolution if not further! So, sometimes, in order to reform the very practices, ethos, And philosophies, we sometimes have to re-orientate ourselves through the use of different language, description and narrative. Changing the very word which relates to the practices we seek to change canned fundamentally reframe the situations, problems and challenges that we are trying to address. It allows people to think differently and be open to very different perspectives through the language used.

So, let's see if we can create a new Meme, A new descriptor, a new language and a new story about the very thing that we are trying to reinvent. I think it is time to move beyond the concept of management 2.0 and create a shift in the language we use. After all, the Apple II computer morphed into the Apple Lisa and then the Apple Mac - A very different way of thinking about personal computing.

Practical Impact

By using the language of "enablement" and the title of "enablers" we can shift that mindset in relation to the role and execution of activities associated with supporting businesses in the fulfilment of their organisational purpose. It provides a very different sense of purpose and opens up a role to greater possibilities.

Challenges

However, Just changing a title or word without doing the rethinking necessary in relation to role and purpose, could leave us with a title and activity set that is no different from now. Therefore, the very principles, values, beliefs and behaviours behind such a title change, would need to be clearly articulated in order for people to establish such a different way of being.

First Steps

Start with the fundamental question -

If we were to change the "Manager" to "enabler", how would this change this role in the organisation?

What beliefs and values would we have to have around such a role descriptor change?

What behaviours and attributes would we expect to see?

How would people see, and hear, these differences?

What is it that we are trying to enable?

How would these behaviours, attributes, beliefs and values, help us fulfil that organisational purpose?

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