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| [a] Roles RF |
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| [b] Elegant RF |
Lesson One—Roles
We
live through our roles. This idea was not lost on early Chinese thinkers. When
a disciple asked Confucius (551-479 BCE) about the foundations of social
harmony in his chaotic society, he gave an abrupt answer represented by only
four sounds and eight Chinese characters. Just "listen."
君君臣臣父父子子
A
very literal translation would be: “ruler ruler minister minister father father
son son.”
Confucius meant, of course, something like “let the ruler be the ruler, and the official be the official; let the father be the father and the son be the son.” In the sixth century before our era, Confucius was not thinking of mothers and daughters, but there is no reason why we can’t extend the meaning to “let the parent be the parent and the child be the child.” Now, does this remind anyone of twenty-first century parenting (or teaching)? How about issues in the twenty-first century workplace? I thought so.
Confucius meant, of course, something like “let the ruler be the ruler, and the official be the official; let the father be the father and the son be the son.” In the sixth century before our era, Confucius was not thinking of mothers and daughters, but there is no reason why we can’t extend the meaning to “let the parent be the parent and the child be the child.” Now, does this remind anyone of twenty-first century parenting (or teaching)? How about issues in the twenty-first century workplace? I thought so.
With that tightly constructed statement, Confucius sought to keep things clear. Yet the certainty began to melt away almost as soon as the words were out. Life is complicated, and even an elegant and alliterative saying cannot sum it up. Brief maxims are like that, and it is the reason why almost every memorable little book of sayings requires substantial follow-up—deep thought and, to be thorough, both examples and experience. It is the reason why moving from Confucius’s Analects or The Art of War to the muddy channels of really running stuff is so difficult. It is the reason why we need case studies…and bigger books.
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| [c] Different RF |
It
is also the reason why Sima Guang wrote the Comprehensive Mirror.
You see, even an idea as basic as this (act your role!) becomes
complicated almost as soon as we start thinking about it. To begin, are we ever
“just” the parent or teacher or daughter or boss? Of
course not. Almost everyone has the experience of occupying many different
roles at the same time—we may be parents and children, bosses and employees…and many more.
And then there is the sticky little problem of change. Roles are not
static, usually even from day-to-day. They change over the weeks, the months,
and the years. Students become graduates, children become parents, bosses
become former bosses, employees become bosses...and the world just keeps on
spinning. This is another reason why we have case studies. No catchy saying
like “father father son son” will be an effective guide to action, but a large
array of examples can orient us toward clear thinking about the challenges we
face.
This
is what the Comprehensive Mirror does
best.
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| [d] Effective RF |
Sima
Guang regarded the articulation of roles as the first and most formative lesson
for all effective management. He begins the Comprehensive
Mirror with it, and configurations of changing roles appear on virtually
every page. I have one of my favorites here, and it also provides the added
benefit of anticipating our next two lessons—hierarchy and remonstrance. Notice
the way in which the “manager” is confronted by his “underling” and given a
stern lesson in understanding roles and responsibilities.
Premier
Zhuge Liang was once personally reviewing account ledgers
when his assistant,
Yang Yong, entered directly and rebuked him,
saying: “In governing there is a
structure; superior and inferior do not
encroach upon one another.” He continued, “I would like to use the
example of household affairs to clarify this. Now, imagine that there is
a
person who has his servant plough the fields, his maidservant prepare
food, his
rooster announce the dawn, his dog bark away thieves, his ox
bear heavy loads,
and his horse travel long distances. Each works
diligently. Whatever is asked
is accomplished. With a serene expression,
the master sleeps, drinks, eats,
studies, and reflects—nothing more.
“Suddenly, one day he changes course and
desires to attend personally
to their labors and not delegate responsibilities
to subordinates. Exhausting
his strength doing petty tasks—his body fatigued,
his spirit sapped—in the
end he accomplishes nothing. How could it be a matter
of his wisdom not
matching that of his servant, his maidservant, his rooster,
or his dog?
Rather, he lost sight of the
method required of a household’s master…
Now, in matters of governance that are
far more weighty, your Excellency
personally reviews account ledgers, sweating
all day long. Is this not
excessive toil?
Liang
thanked him. When Yang Yong died, Zhuge Liang wept for three days.
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| [e] Power RF |
Got
that? Yang Yong just told his boss how to think about the big picture—schooled
him, really. As in all of the Comprehensive
Mirror’s lessons, there is a both a story here and a guide to thinking about larger and related issues. Like The Art of War—and with many thousands
more examples—it teaches us how to think about our managerial lives. It doesn’t
just say “do this” or “do that.” Rather, it guides and tests our perspectives
at every turn.
And
how does it guide and test? Well, you might have been a little uncomfortable
with some of Yang Yong’s references. Were you? What do you think of the master
studying and reflecting (not to mention eating, drinking, and sleeping) while
others do all of the housework? Not a few of us might note the patriarchal
power relationships behind almost everything in the quotation above. To my
mind, the power of great books such as the Comprehensive
Mirror is that they lead our thinking and teach us to expand beyond the
time and place of its particular examples. And if we do that, we will begin to discover hidden surprises.
Here’s one. If we think deeply about it, we might
come to the realization that roles are almost always about (relative) inequality.
Teacher-student; mother-son; father-daughter; foreman-worker; dean-professor;
secretary-undersecretary; general-colonel-private. Roles are all about
unevenness in the social terrain. Yes, to be sure, there are also roles called “teammate”
or “sister.” Think about it, though. How important is “leadership” on teams? Is
leadership “equal?”How important is seniority among siblings? Teams require
roles, too, and “tight end” is not the same as “wide receiver,” “defensive
end,” or “quarterback” any more than in corporate life “CEO” is the same as
Vice-President for Finance or assistant stockroom manager.
Differentiation
is everywhere, and we ignore it at our peril. That is the next lesson.
Click here for other sections of this introduction to The Art of Warning.
Click here for other sections of this introduction to The Art of Warning.
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| [f] Next RF |
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