ABSTRACT
The metaphor of ‘line management’ forms the theme of this chapter. A critique is mounted of ‘thin, straight-line’ management which is often valued within modern management theory and practice because of its promise of efficiency and effectiveness both in relation to decision-making and accountability. Habermas’ theory of communicative competence is employed to explore the basis for the re-privileging of participative decision-making. What is argued, however, is not just that the ‘lines’ of management should be ‘thickened’ (while remaining essentially ‘straight’) but that they should be developed more discursively. Hence a form of ‘storyline’ management is argued for. ‘Storyline’ decision-making is not a form of gabfest which results in all voice and no action. Rather, a rigorous form of discursive decision-making is advocated in which Habermas’ stipulation that the ‘force of the better argument’ should alone prevail as the justification for action is extended to incorporate ‘the art of imagining’ through which the possibilities for challenge are widened. Valuing challenge grounded in imagination as much as in information sets up liberating possibilities for the development of fluid, responsive and ‘empowering’ forms of management and decision-making.
