Who is the real
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Stalinism is alive
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Glasgow underground
We have the capacity
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Andy Hall, a delegate at the Young Scotland Programme, writes for SR
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Chris Holligan
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Lockerbie
An overview by Morag Kerr of the Justice for Megrahi Committee
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Today’s banner
Within a few hundred yards of Commonwealth House, Glasgow
Photograph by
Islay McLeod
I made my way
to the first floor
for a huddle
Walter Humes
One of the most popular techniques in the deranged repertoire of management gurus is the ‘huddle’. I first became aware of this practice when I heard an announcement over the public address system in a department store: ‘There will be a management huddle on the first floor in five minutes’. I made my way to the first floor hoping to observe this strange phenomenon.
In an area between the lighting and bedding departments a group of five or six staff members assembled. A moment later another figure appeared, the ‘huddle champion’, who led the proceedings. I wasn’t close enough to hear what was said but body language suggested that she was fulfilling a ‘cheerleader’ role, giving an upbeat, feel-good talk designed to motivate her colleagues. There was a promotion on in the store and perhaps the talk was aimed at encouraging them to strive even harder to reach sales targets. The members nodded approvingly at what was said but after the meeting was over and the group started to disperse I noticed some staff exchanging looks which suggested scepticism. If they have to experience this on a daily basis, it is perhaps not surprising that a degree of resigned weariness sets in.
The huddle technique may well have had its origins in sporting contexts where it is common for teams to gather round the captain or manager who then proceeds to harangue them in what is intended to be an inspiring manner. Quite often team members link arms or make other forms of body contact: after all, only one consonant separates a huddle from a cuddle (though any hint of eroticism might spoil the moment).
The group might also utter an aggressive chant, aimed to spur each other on and intimidate the opposition. This method is recommended by so-called ‘practice enhancement facilitators’ (there are such people – I am not making it up) but the evidence of its effectiveness seems thin. By the very nature of competitive sports, there are bound to be winners and losers, and rituals aimed at promoting team spirit can rarely compensate for disparities in skill or fitness.
According to their advocates, management huddles can be used for a variety of purposes: communicating information, reviewing progress, celebrating success, maintaining morale. They are shorter and supposedly more efficient than formal meetings, generally lasting no more than 10-15 minutes. The objective is to send staff on their way with a boost to their confidence and a spring in their step. The evangelical fervour which is apparent on some websites extolling the virtues of huddles is clearly meant to stimulate ‘born again’ employees to go forth with missionary zeal on behalf of the company. As an antidote, Adrian Furnham’s book ‘Management Mumbo-Jumbo’, which shows just how shallow most management hype really is, can be recommended.
Genuine teamwork requires open and honest discussion, where disagreements can be aired and solutions sought. In extreme form, management huddles are actually a type of indoctrination.
