Niccolo machiavelli: moving through the future as we learn from the past

Abstract

This article lays out the argument that we may best cope with the unfolding of the future by learning from the past. Here, the past represented by Niccolo Machiavelli's world and thoughts are juxtaposed with the questions and issues raised by postmodern organization theorists. Machiavelli's thoughts contributed to the creation of the world that concerns postmodern theorists and us. Both Machiavelli and postmodern organization theorists address change and strategies for dealing with change, including looking to needs and emotions for working with individuals in change situations and the importance of widespread involvement in governance structures. Building a better future requires learning to deal with human social realities that have been and will be shaped by past philosophers. Consciousness of past philosophers should help in that endeavor.

A Machiavellian analysis of organisational change

“…In examining human nature, Machiavelli distinguishes between needs and emotions. According to Easley and Swain (2003), needs are defined in terms of a desire to acquire material requirements that cannot be satisfied because of unlimited appetites that dwell within an uncertain future, whereas emotions are thought to give rise to needs and are identified as the drivers of one's decisions and subsequent actions. This explains Machiavelli's emphasis on the importance of perception and the need to impress subordinates with displays of strong leadership and control.…”

“…Organisational change may be necessitated by a range of socio-cultural and political factors. Inherent in the concept of change itself entails an obligation to challenge beliefs and interpretive schemas to accommodate emerging realities (Easley and Swain, 2003). This requires an awareness and understanding by organisations of the changing direction of employee values and priorities.…”

“…This requires an awareness and understanding by organisations of the changing direction of employee values and priorities. Accordingly, Easley and Swain (2003) argue that Machiavelli places a strong emphasis on interpersonal awareness and the role of individual employees in driving and responding to organisational change. Julius et al (1999) argue that in engaging in organisational change, leaders must motivate others to change and such motivation must be perceived as inspired by the values of integrity, wisdom and selflessness.…”

“…However, Machiavelli advocates that rewards and incentives be utilised in the first instance, and this is integrally related to his belief in the value of governance by the people. He suggested that power should be held in the hands of many as when people govern themselves they evoke balance and a greater capacity to survive (Easley and Swain, 2003).…”

“…A contingency approach characterises Machiavelli's view of an individual's modus operandi in making decisions. Easley and Swain (2003) suggest that Machiavelli dismissed classical philosophical perspectives that reality possessed a particular order or arrangement in favour of concepts of chance and variability in the causation of events. Berlin (1981) maintains that Machiavelli's approach to leadership disregards Tayloristic notions of "one best way" in favour of the existence of multiple realities.…”