Behavioral Science---Beyond Leavitt's “Narrow” Analytic Manager

Daniel N. Braunstein
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Daniel N. Braunstein: School of Economics and Management, Oakland University, Rochester, Michigan 48063

Interfaces, 1974, vol. 4, issue 4, 28-31

Abstract: Do we too often ignore the limitations of analytic thinking? Is training in management science turning out too many managers who are weak in problem selection and implementation, while overtrained in model analysis? Are decision-makers reacting against a real or imagined attempt at dominance by arrogant management scientists? Finally, is analytical training actually destructive of useful powers of intuition and integration? These questions have recently been raised by Professor Harold J. Leavitt of Stanford Graduate School of Business in a paper, “Beyond the Analytic Manager.” My first reaction to them is on a continuum: “obviously yes” to the first, “possibly yes” to the second, “both yes and no” to the third, and “not proven but vitally important” to the fourth.

Date: 1974
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Persistent link: https://EconPapers.repec.org/RePEc:inm:orinte:v:4:y:1974:i:4:p:28-31

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