Bah! Well first, thank you for a real response backed up by knowledge in the field, but still, bah! This is exactly the type of thing we don't like! Isn't it obvious that "assholes" are poison to a workforce?
Yes, it is, but WHO those people are is hard to pin down.. you ask someone on a survey "are you a shit-head" they tend to say "No"... even if you ask "are most of your friends shit-heads" well, they see right through it.
Was all this studying really necessary for that conclusion? If not, then the relevant portion of the study is how to "detect" assholes. So what's the answer from management types (I'm not trying to offend, just give a perspective) - paperwork! We'll make everybody take the same impersonal test asking dumb, subjective questions for which most people will just throw out whatever answer they think management is looking for. And this is astounding? Color me unconvinced.
I agree, the subjective BS questions need to be eliminated and replaced with questions that work to detect what we're actually looking for. No one likes taking those BS psych profiles so making them less BS is what I'm going for
Everybody knows who the assholes are...or is the goal of these new-fangled psychological techniques to remove the necessity of a manager to actually interact with their employees and know who they are?
The problem is that the way that people determine who the bad-folk are, how we judge another person's character intuitively, is exactly how the worst of the worst get into power. They know the subtle tricks and cues necessary to gain trust and confidence and exactly when and how to exploit that.
If, on the other hand, we have empirical studies that give us another perspective on the situation it can help the manager make a decision that he would have otherwise ignored.
This sort of research does work. It used to be that companies had a marketing department, a finance department an engineering department.. and they would war with each-other, passing things up the smoke-stacks and then fighting when the product came out the top.
Through empirical based management studies we've found that project teams, where marketing, finance and engineering all work together helps everyone understand one-another's perspective and create a product in a much shorter time.
PHBs and marketing guys swooping down to call the project 'unmarketable' are a thing of the past for companies built on good, recent, research... such as Toyota. On the other hand GM was a dinosaur unwilling to change and THAT is why it went under.
Many of the "skills, techniques, and tools" that managers try to stay up on are merely bullshit. I'm curious (seriously) what things you think managers need to keep up with that don't fall into that category.
I am a management researcher. The scientific tools that are available for operations, organizational behavior and human resources are astounding.
An example is a paper i just submitted looking at ethics as it relates to trust. I found that those who are what a layman would call "assholes" do not see integrity or openness as an important aspect of trusting someone.
Those who are not "assholes" see integrity and responsiveness as important aspects of trust.
Operationally: we can pick out the assholes and get rid of them (as they tend to be the ones that screw you) by asking them to rank the importance of openness vs responsiveness when it comes to trusting someone.
This is a small part of a large picture of ongoing, highly applicable and functional, research that goes on in the business world. It is amazing the kinds of things you can find out about people when you bring psychology, sociology and economics together in an attempt to find out how to best lead, manage and control people.
Garbage In -- Gospel Out.