When should a manager force employees to do things they don’t want to do?

Photo by alancleaver_2000

Dan Ariely wrote an interesting post about the Chilean pension system that mandates savings by all citizens. Not surprisingly, Ariely calls the post: “Want People to Save? Force Them”. This connects with an earlier post by Ariely (which I also wrote about) that discussed an experiment which showed  that by limiting the list of questions people could use to engage in a conversation, deeper and more meaningful conversations were brought to life.

These two posts got me thinking. In this blog I write a lot about rules in management and about how managers should let go of the mechanisms of control. I generally believe that the basic concepts Dan Pink presents in his book, Drive, of Autonomy, Mastery and Purpose are three of the most important tools managers have in their disposal.

At the same time, I do believe that sometimes, managers should force some processes on their employees. Just like people are bad at saving and need to be made to save, because in the longer-term it is better for them, there are things employees would not do and need a manager to force them. Engaging in more meaningful conversations is a great example. And if we can do that by designing the rules of the meeting differently (for example), this is an important tool that managers should use.

This is a very difficult conclusion for me as it goes against many of my personal beliefs about liberty and the importance of choice (more on this unrelated subject – see here). But I do believe that great leaders and managers know how to walk the line between allowing autonomy and forcing people to engage in some important paternalistic processes. I don’t have a complete list of these instances, but I am planning to start thinking more and more about this subject.

Any ideas? In what issues do you think managers should force employees to do things for their own long-term benefits?

Elad

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