(Just Finished My Masters Dissertation!)
Today marks a significant achievement in my academic journey — I’ve successfully completed my master’s dissertation! As I reflect on this accomplishment, I find myself drawn to the insightful perspectives presented in E. F. Schumacher’s thought-provoking book, “Small Is Beautiful: Economics as if People Mattered.” This influential work has inspired me to explore how our current economic systems have evolved and if his words from 1973 still apply today.
Schumacher’s book eloquently dissects the flaws of modern economic structures, highlighting how they’ve led to the worsening of our Earth’s natural resources and the devaluation of human worth. One prominent theme in the book is the dehumanising impact of modern organisations, which treat workers as mere robots to make them more profit, stripping away the satisfaction that meaningful work can bring.
What I found interesting was Schumacher rejecting technology transfers to developing countries.
Central to Schumacher’s philosophy is the concept of “enoughness.” This way of thinking cares about keeping a balance between what people need, the limits of the planet, and using technology wisely. Rooted in his study of village-based economics, termed “Buddhist economics,” this philosophy calls for a harmonious relationship between humans and nature.
Now, while the concept of “enoughness” may promote a balanced relationship between human needs and environmental limits, I could argue that it might oversimplify the complexities of global economic dynamics. The interconnectedness of economies and the varying degrees of development across regions can make implementing Schumacher’s philosophy challenging.
I argue that technology transfers to developing countries could actually accelerate their progress, enabling them to adopt more sustainable practices faster.
Ok back to chapter 16 on capitalism (my favourite topic), Quoting E.F. Schumacher, he says “Large-scale organisation doesn’t resonate well with anyone: the idea of following orders from a chain of command feels restrictive”. In the words of Schumacher, no one likes following orders from a chain of bosses who keep passing them down. Even if these rules are fair being ruled by them doesn’t feel right.
So, every organisation has to work hard to balance the neatness of order and the chaos of creative freedom. The tricky part with big organisations is that they often lean too much towards order leaving less room for creative freedom.
He also mentions ‘The Motivation Principle’ explaining that people do things because they have reasons, and that people act in accordance with their motives.
However, in big organisations, managers don’t struggle with motivation as they have a more direct connection to decision-making and goal-setting, which can inherently provide them with a sense of purpose and direction. Basically their roles involve more strategic and creative aspects.
It’s rather ironic how managers often limit employees’ creative freedom, yet they themselves enjoy ample creative latitude.
Anyways, I fear I’ve divulged too much and risk spoiling the book’s essence; I’ll leave you to explore it on your own.
