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tions so we can apply the engineering process
to the management process.
Scholars discussed conceptual frameworks like
those shown in Figure 1.4.5.7. during the 1960’s
and early 1970’s. Conceptual frameworks
represent attempts to more clearly and completely
structure our domain of responsibility.
In the 1980’s and early 1990’s, the conceptual
frameworks were abandoned after the progress
of the 1960’s and 1970’s to concentrate on
managerial frameworks.
Henry Lucas is a scholar of conceptual frameworks.
He says, “We’ve shifted from conceptual
to managerial frameworks. We now are
into Hersey and Blanchard’s how do you do it
rather than what it is. We’re now more practical
than theoretical. The conceptual frameworks
give us the big picture; now we use
COMPREHENSIVENESS
STRATEGIC
TACTICAL
OPERATIONAL
CLERICAL
ENDEAVORS
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managerial frameworks to figure out how to do
it.” (Personal Communication, Henry Lucas).
The fact that our tools still aren’t working for
us tells me we haven’t yet successfully evolved
our conceptual frameworks. In many cases,
the managerial frameworks are telling us how
to do the wrong things well. We’re coming up
with elegant solutions to the wrong problem.
Of course, the answer is balance. Deming
implores us to develop a foundation of theory
and profound knowledge; then we can answer
the question, “By what method?” So, our
progression is from conceptual frameworks
(what it is) to managerial frameworks (how to
do it) to results (what we got). Many people
today are looking at and acting on results (what
we got) without any understanding of the theory
(what it is) and without relating to and acting
on the process (how to do it).
MANAGEMENT SYSTEMS CAN BE VIEWED
FROM FOUR INTERRELATED PERSPECTIVES.
UNSTRUCTUREDNESS
UNSTRUCTURED
SEMI-STRUCTURED
STRUCTURED
DECISIONS
UNCERTAINTY
PERPLEXITY
PROBLEM
PROGRAM
PROJECT
PROCESS
PURSUITS
MATURITY
OPTIMIZATION
CONTROL
VISIBILITY
STAGES
Figure 1.4.5.7. Whereas we can interrelate four frameworks holistically, the four together may not
show the complete picture or provide firm linkages among frameworks.