Unchaining Weber's Iron Cage: A Look at What Managers Can Do

[...]we use the term "Multistream management" to refer to management theory and practice that is grounded in a moral point of view that seeks to balance multiple forms of well-being (e.g., financial, physical, spiritual, social, ecological) for multiple stakeholders (e.g., owners, employees, suppliers, competitors, future generations).1 Weber's influence on organization studies may be unrivaled.2 He is credited with developing many of the basic concepts of management and organization theory and is still considered a leading moral philosopher of management.3 He also coined what has become one of the most well-known metaphors in the social sciences; namely, the idea that we are living in an "iron cage" distinguished by its materialist-individualist moral point of view.4 His argument that this Mainstream moral point of view is related historically to what he called a "protestant ethic" has prompted much research, including those who question the accuracy of that argument,5 those who compare the development of capitalism and business in protestant versus Catholic or other geographic regions,6 those who test different aspects of his arguments,7 and those who contend that what he characterizes as hallmarks of the protestant work ethic are not unique to protestants.8 An important aspect of Weber's work that is occasionally referred to but seldom acted upon is his specific call for researchers and practitioners to facilitate escape from the iron cage. [...]Weber argued that what people consider to be formally rational management theory and practice depends on their moral point of view.9 It only makes sense that a materialist-individualist moral point of view will lead to an approach to management that places primary emphasis on maximizing productivity, efficiency, profitability and competitiveness. [...]understanding unchaining from the iron cage as organizational learning points to the processual nature of Multistream management. [...]consistent with the fourth phase of organizational learning model normalization-Paul ends his counsel (Eph. 4: 16-32) by emphasizing that when community members have "learned Christ" (v. 20: emphasis added here), they will put off their old habits and adopt new practices.