Test Your Feel For...

The Pragmatic Approach

Works best when:

● The result is more important than the process for reaching it.
● Many simple and immediate actions will lead to progress.
● Others have varying or ill-defined preferences, or are inconsistent in efforts.
● Solutions virtually in place can be used to define urgent problems e.g..the favorite of top civil servants and politicians

Drive for action:

There is a pressing desire for some tangible achievement and personal gain.

Immediately applicable if:

The issue is urgent and something must be done using available opportunities
e.g. handling a crisis.
&
The issue is complex or poorly structured, but has areas within it that can be easily defined, understood and acted on.

Involvement of others:

Simple relevant objectives are readily available or can be created to suit others as individuals.

Unique strengths:

Something is made to happen, immediately if need be.

Intrinsic dangers:

● Loss of a sense of direction.
● Inadequate use of information.
● Machiavellianism.
● Avoidance of bold or long-term projects.
● Inability to change fundamentals.

Less appropriate if:

● The issue requires a long-term plan or needs holistic handling.
● Key groups have opposing objectives in regard to the issue.

Typical Work Role

Independent achievers orient themselves towards action, change and rapid benefits—for themselves, at least.

He sees his task as initiating activity and improvising. He leads from in front, thrives on the unanticipated, and uses available support and any other immediate strengths of his position. He avoids his weaknesses and ignores anything that demands effort and detracts from his own immediate drive and personal advantage.

To be successful, he must be determined, dedicated and assertive. He mostly handles others by persuasion, trading favors, and using rewards and punishments.

He is wholly unimpressed by academics and their formal management methods. However, he enjoys and genuinely benefits from reading 'how-to-do-it-in-one-easy-lesson' books by successful fellow managers and leaders.

Misuse & Criticism

Change sought is normally marginal, but if pressed to major change then a pragmatist may release a ruthless and stressful drive that is short-term in nature e.g. training, R&D and staffing may all be slashed to generate immediate gains to the bottom-line. As a result, a pragmatic CEO may cripple or even destroy the organization in the medium term.

Pragmatists are often, but not invariably, highly power-centred . If so, the exploitative and dominating aspects of interaction can drive away good staff.

Since a theme in the pragmatic approach is 'what profits me/us', it may not be welcomed in certain organizations: e.g. where self-interest or self-gain is frowned upon, such as religious organizations, professional societies and charities.

Return to the Summary Table.

Originally posted: 3-Apr-2011.