 'Hard' is 'soft': exploring the dangers of the 'hard'/'soft' distinctionDarren McCabe International Journal of Information Systems and Change Management, 2007, vol. 2, issue 1, 4-20 Abstract: This paper argues that the hard/soft distinction used in relation to new management interventions is potentially dangerous because it serves to reproduce the status quo by reinforcing taken-for-granted assumptions about the world. Thus considering innovations to be 'hard' can result in a failure to think through the social implications of one's actions. It is suggested that our understanding of organisations can be enhanced through reflecting on the dichotomy and its underlying assumptions. It is thought that through such reflection, the number of innovations that are instigated with little thought for employees and their Quality of Working Life can be reduced, even though asymmetrical power relations are likely to remain. These issues are explored by drawing on some qualitative research from a company that introduced Statistical Process Control (SPC), which has been described as a 'hard' intervention, in conjunction with Total Quality Management (TQM). Keywords: hard innovation; soft innovation; social implications; technical implications; statistical process control; SPC; total quality management; TQM; management interventions; quality of life; working life; change management. (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:ids:ijiscm:v:2:y:2007:i:1:p:4-20 Access Statistics for this article More articles in International Journal of Information Systems and Change Management from Inderscience Enterprises Ltd |
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