The Organization Man (1956)


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....
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?...
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....
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....
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.... 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.... 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....
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.... 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.... 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....
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....
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.

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December 2014

Unfortunately, educating people about phenomena that are counterintuitive, not-so-easy to remember, and suggest our individual lack of human control (for starters) can seem like an uphill battle in the war of ideas. So we sally forth into a kind of wilderness, an economic fairyland. We are myth busters in a world where people crave myths more than reality. Why do they so readily embrace untruth? Primarily because the immediate costs of doing so are so low and the psychic benefits are so high.
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