Mary Parker Follett – a forerunner of much contemporary thinking on Management Practice
Many people now see Mary Parker Follett as a trailblazer in management and organizational theory. Her ideas remain applicable today, perhaps reflecting some of the enduring principles of managing. I see four key contributions that stand out.
- The Concept of Integration
Follett has given us an interesting way to think about and resolve conflicts. Instead of relying on domination or compromise, she advocated for solutions that meet everyone’s interests (integration). This approach encourages creative problem-solving. It fosters collaboration, not competition, and helps organizations find gain-gain outcomes. As an aside – I don’t like win-win as in these negotiations, compromise is needed, and we all gain. Winning implies superiority. Too much of management (and politics) is still about winners and losers, rather than collective growth/achievement/satisfaction/happiness.
- Focus on Group Dynamics – Inclusion.
In understanding group dynamics Follett supported collective decision-making: an early identification of the value of diversity and inclusion. By involving employees, managers could harness diverse perspectives. This creates engagement and ownership. People work harder when they feel heard. The result? Better decisions and stronger teams. We talk about diversity and inclusion a lot today – we have yet to learn to love it in organisations.
- Leadership as Situational
Leadership, according to Follett, depends on the context. It’s not about fixed traits. A good leader adapts to the situation. They understand their followers’ needs and respond accordingly. This flexible approach prepares leaders to handle complexity and change effectively. You can’t argue with that: except many do. The predominant mindset is still the heroic, transformational leader. One day we will learn to embrace the reality of leadership as an improvisational practice that depends on your context and the group of people you are dealing with.
- Reciprocal Relationships
Power, Follett argued, isn’t something to hoard. It’s shared. Managers and employees exist in a web of interdependence. Mutual respect and collaboration build stronger organizations. She believed this dynamic view of power created trust and resilience. This is another lesson we are still learning. A leaders power can be used narrowly to reinforce your position or creatively to empower people. Power can be exercised. Or power can be shared. You can share information freely and ask more people to participate in planning and decision-making. You can let your subordinates exercise more power. You can delegate and get out of the way. You empower your people with a freedom to operate and a feeling they are valued.
Looking Back to Look Forward
Mary Parker Follett’s insights suggest there is not much that is new and reminds us of the value of returning to first principles in all that is management. Working from the 1910s to the 1930s Follett provided some essential groundwork on which we have yet to build a solid foundation