By Davi Greatbatch
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Extra info for Management Speak: The Live Oratory of Management Gurus
In essence, they seek to disturb the taken-for-granted, unquestioned notions, mind sets and recipes that the members of the audience bring to the event. This depends on rousing strong emotions in their audience. Drawing upon Sargant’s (1997) seminal analysis of the psychological processes of brain-washing and conversion, he argues Live presentations 19 that the guru is more likely to be successful at achieving change if they ‘can first induce some degree of nervous tension or stir up sufficient feelings of anger or anxiety to secure the person’s undivided attention and possibly increase his suggestibility’ (p.
In integrative companies the contribution of individuals to the corporate success is valued. In When Giants Learn to Dance she extends this philosophy to the future shape and character of the globally competitive corporation. She argues for the need to move to the ‘post-entrepreneurial’ corporation which, to paraphrase her, has the power of an elephant but is as nimble as a dancer. In World Class she examines how the global economy and expansion of consumer choice is transforming companies of all sizes and the communities in which they operate.
The presenter ‘knows’ them, ‘knows’ their problems, ‘knows’ their subterfuges and tricks. They are open to the presenter and therefore susceptible to persuasion. In addition, these studies explain the gurus’ oratorical power in terms of their use of the rhetorical devices identified in the seminal work of Atkinson (1984a, 1984b) on political oratory (see also Heritage and Greatbatch, 1986). Except for the authors’ work, we are only aware of two previously published descriptions of these events.