Transforming the ‘Human Resources’ Function into the Core of Humanistic Management: Potentials, Requirements and Obstacles

The topic of this abstract for a lengthy article is presently absent from the literature of ‘humanistic management’ (M. Minghetti 2014), namely, the  limitations of human collaborative intelligence that naturally arise from the vicissitudes of adult development over the lifespan. (For example, at level 2 of meaning making (Kegan 1982), especially when accompanied by undeveloped resources for complex thinking (Laske 2008, 2017), levels of collaborative intelligence that can actually be reached are very low indeed.)

Limitations of collaborative intelligence pervade every culture, not only of organizations. They define to what degree an organization has the potential to become effectively developmental, thus able of self-transformation. Such limitations, uncovered by empirical research since 1975, naturally arise from differences in emotional and cognitive maturity that distinguish individual collaborators one from the other. Although they are no longer a mystery for researchers, these limitations continue to be disregarded by those who formulate visions of humanistic management, a fact that diminishes the realism of such visions.

Transforming the Human Resources Function

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