Drewes E. Hielema - Academia.edu (original) (raw)

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Papers by Drewes E. Hielema

Paper prepared for CMS - Critical Management Studies

In this paper we voice as our opinion that the most important characteristic of successful entrep... more In this paper we voice as our opinion that the most important characteristic of successful entrepreneurial managers [1] in our fluttering society is, that they are motivated and inspired by their thymos [19], which lies at the heart of Socratic philosophy. We also include in this paper the process vision as described by Whitehead. [36] 'Activities' in this context, mean cash investments or projects comprised of clearly delineated entities that are realized within a certain timeframe and within agreed budget. It is also proposed in this paper that certain social abilities are necessary to fulfil these tasks. These abilities can be acquired by studying specific aspects of philosophy and so become cognizant of specific knowledge, knowledge which becomes more necessary as ethical and financial responsibilities increase. It is the task of these managers to navigate these complex activities through the different internal and external organizations in such a way that the realization of these activities develops in an organic manner. It is mostly in the procurement phase of project progress, when suppliers have to be chosen, where the first conflicts arise, internal conflicts between the PM-team members and external conflicts between stakeholders[5]. The most dangerous conflicts are the hidden conflicts by underhanded methods on behalf of external supplier organizations who might try to seduce members of the PM own organization to make sure that they will be chosen. [17] Another source of conflict for the PM is encountered by the client, or end user of these investments, when its personnel is not eager to be engaged in new developments because they disturb their daily routine, which often means extra work for which they are not paid. That is one of the reasons why those people working for the client see the manager of such an investment as a 'peace-breaker', interfering with their daily operations. Here the manager must focus his/her immediate attention to those critical persons who are responsible for the end results. The avenues of responsibilities are often quite obscure. What looks good on paper,-outlining who is responsible for what and why,-does not always work in reality. The internal informal responsibilities differ mostly from those imposed by top management. Also difficulties arise from government regulations, which are often subject to multiple interpretations, written e.g. to control emissions and other rules to protect the environment such as air and water or working safely, which often are vague and unclear, subject to the personal interpretation of civil servants. "The working environment is replete with confusion, wasted effort, and fear [17]" A successful manager must, in order to achieve his/her goal, listen to his/her inner voice honed by experience and thymos [32] while in the actions (s)he must strive to achieve a creative course of development in accordance with Whiteheadian process principles.

In this essay I will outline ways and means for arriving at a more clear insight into the meaning... more In this essay I will outline ways and means for arriving at a more clear insight into the meaning of critical entrepreneurship and the kind of manager this requires. It will deal with the ethical aspects, and touch upon the responsibility and metaphysics emanating from process philosophy. My reasoning is based on three theses:

Paper prepared for CMS - Critical Management Studies

In this paper we voice as our opinion that the most important characteristic of successful entrep... more In this paper we voice as our opinion that the most important characteristic of successful entrepreneurial managers [1] in our fluttering society is, that they are motivated and inspired by their thymos [19], which lies at the heart of Socratic philosophy. We also include in this paper the process vision as described by Whitehead. [36] 'Activities' in this context, mean cash investments or projects comprised of clearly delineated entities that are realized within a certain timeframe and within agreed budget. It is also proposed in this paper that certain social abilities are necessary to fulfil these tasks. These abilities can be acquired by studying specific aspects of philosophy and so become cognizant of specific knowledge, knowledge which becomes more necessary as ethical and financial responsibilities increase. It is the task of these managers to navigate these complex activities through the different internal and external organizations in such a way that the realization of these activities develops in an organic manner. It is mostly in the procurement phase of project progress, when suppliers have to be chosen, where the first conflicts arise, internal conflicts between the PM-team members and external conflicts between stakeholders[5]. The most dangerous conflicts are the hidden conflicts by underhanded methods on behalf of external supplier organizations who might try to seduce members of the PM own organization to make sure that they will be chosen. [17] Another source of conflict for the PM is encountered by the client, or end user of these investments, when its personnel is not eager to be engaged in new developments because they disturb their daily routine, which often means extra work for which they are not paid. That is one of the reasons why those people working for the client see the manager of such an investment as a 'peace-breaker', interfering with their daily operations. Here the manager must focus his/her immediate attention to those critical persons who are responsible for the end results. The avenues of responsibilities are often quite obscure. What looks good on paper,-outlining who is responsible for what and why,-does not always work in reality. The internal informal responsibilities differ mostly from those imposed by top management. Also difficulties arise from government regulations, which are often subject to multiple interpretations, written e.g. to control emissions and other rules to protect the environment such as air and water or working safely, which often are vague and unclear, subject to the personal interpretation of civil servants. "The working environment is replete with confusion, wasted effort, and fear [17]" A successful manager must, in order to achieve his/her goal, listen to his/her inner voice honed by experience and thymos [32] while in the actions (s)he must strive to achieve a creative course of development in accordance with Whiteheadian process principles.

In this essay I will outline ways and means for arriving at a more clear insight into the meaning... more In this essay I will outline ways and means for arriving at a more clear insight into the meaning of critical entrepreneurship and the kind of manager this requires. It will deal with the ethical aspects, and touch upon the responsibility and metaphysics emanating from process philosophy. My reasoning is based on three theses: