IS MLA JUST A CONCEPT?

Karen E. Linkletter

PUBLISHED:

January 21, 2022

As the Director of Research at MLARI, I think a lot about not just what MLA is, but how is works in everyday life. I frequently hear from people that MLA is too complicated or is too philosophical. Other times, people tell me that MLA is simple: it’s just about people, or social responsibility, or good leadership. In other situations, I have people giving me examples of MLA that, frankly, have nothing to do with the concept. It’s very clear to me that there is a vast disconnect between a deep understanding of MLA as an idea and how to actually put it into action. So, I have some thoughts on how to bridge this gap.


First of all, we have a lot of work to do to understand MLA and its complexity. That is really the only way we will get MLA done effectively. But, I’ve realized, in the short term, there are some ways we can begin to have conversations about how to implement MLA in organizations with respect to specific issues. I’d like to discuss the concept of freedom, and how it relates to implementing MLA in organizations. I did a podcast on this last month, so I hope you’ll listen to this for a deeper conversation about this topic.


The meaning and definition of freedom have changed depending on the time, people doing the defining, and other contextual matters. As a result, today we have multiple definitions of freedom, resulting in competing views and values that can impact not just society but also organizations. Some people see freedom solely in terms of individual rights. Freedom is my right to do what I want, when I want, and how I want. And be who I want to be. This is a valid definition, but it presents challenges for organizations. How do we build a team when everyone has his/her/their own agenda? Drucker emphasized the need for balancing individual rights with the rights of society (or the organization, or some greater good). MLA’s emphasis on the human condition is not just about letting people do what they want or be who they want to be. Yes, people need status and function, according to Drucker. But status and function require people to have responsibility and to submit to legitimate authority. We can’t have a team if everyone does what they want without any direction in terms of the organizational mission. The key is to lead people to want to be part of the team and contribute their skills to the overall vision and mission. This is particularly important when it comes to knowledge workers, who can take their skills anywhere they choose, particularly in today’s job market.


Similarly, leaders need to understand that they don’t lead by virtue of their position. There are anti-authoritarian people who bristle against any exertion of power in every organization. And power takes many forms. It’s often not overt; often it’s in the form of a great idea, plan, program, or change that didn’t involve the input of others. The plan might be brilliant; but, if presented as, “Here’s what we’re going to do, and it’s great” without buy-in from those affected, it is easily interpreted as a mandate. We’ve all seen how government mandates and public policy during this pandemic have met with incredible resistance. Think of how your great idea might be met with resistance if you present it as an obligation rather than a free choice. Yes, policies need to be implemented, and organizations are guided by external authorities,

such as labor laws and accreditation requirements. Communicating the why of a change or program, not just the what, can help people be part of the process rather than feeling that they are out of the loop.


Similarly, as Drucker said over and over, one cannot prevent change; one can only prepare for it and manage it as effectively as possible. Many have written on the challenges of managing and leading change during the pandemic (see https://www.insidehighered.com/advice/2021/07/22/academic-administrator-shares-lessons-managing-change-during-covid-opinion, https://www.forbes.com/sites/billfischer/2021/03/26/leadership-lessons-from-a-year-of-covid-19/?sh=b3f9bdf13645, and https://www.harvardbusiness.org/leading-through-a-pandemic/, for example). One of the key principles of MLA is to balance change with continuity. Too much change without any sense of institutional stability is very unsettling for most people. Change can be very difficult for people who define freedom in terms of their individual rights; their freedom to conduct their daily business may be dramatically impacted by external circumstances that require a shift in organizational policies and procedures. For these people, leading through change may require demonstrating more empathy and compassion in their communications with team members (see, for example, https://www.mckinsey.com/business-functions/people-and-organizational-performance/our-insights/leadership-in-a-crisis). One way to build resilience and a mindset of “we’re in this together” is for leadership to demonstrate an MLA model of freedom: status and function require people to have responsibility and buy in to the organization’s mission. Particularly in a time of crisis, it is crucial that leadership not only builds trust, but acknowledges the actual pain and negative impact that needed change may have on certain team members. In short, if everyone sees MLA as only about my own freedom (in any role), we lose sight of the important role of responsibility and the role of the organizational mission.


These are just some brief thoughts about how to relate MLA’s idea of freedom to your organization or daily life. For a more in-depth treatment, please see our MLA podcast. There’s a lot going on at MLARI, and we’re excited to share it with all of you!

A poster for asian american pacific islander heritage month
By Marketing Dept May 14, 2025
Asian American and Pacific Islander (AAPI) Heritage Month is celebrated each May to honor the histories, cultures, and contributions of individuals and communities with roots in the vast regions of Asia and the Pacific Islands. This includes people from East Asia, Southeast Asia, South Asia, and the Pacific Islands of Melanesia, Micronesia, and Polynesia. The month of May was chosen to commemorate two significant milestones: the arrival of the first Japanese immigrants to the United States on May 7, 1843, and the completion of the transcontinental railroad on May 10, 1869, a project made possible in large part by Chinese immigrant laborers. AAPI Heritage Month is a time to recognize the many ways in which AAPI individuals have shaped and strengthened the United States — from civil rights leadership and scientific innovation to artistic excellence and public service. It is also a moment to reflect on the challenges the community has faced, including exclusion, discrimination, and more recently, a rise in anti-Asian hate.  By celebrating AAPI Heritage Month, we uplift the diverse stories and voices within the AAPI community and affirm a shared commitment to equity, inclusion, and cultural appreciation.
A poster for jewish american heritage month with an american flag in the background
By Marketing Dept May 14, 2025
Jewish American Heritage Month, observed each May, is a time to celebrate the rich history, culture, and contributions of Jewish Americans to the United States. From the earliest days of American history to the present, Jewish Americans have played a vital role in shaping the nation’s social, political, cultural, and economic landscape. This month honors the perseverance, traditions, and values of the Jewish community, as well as its enduring commitment to justice, education, innovation, and civic engagement. It is also a time to reflect on the struggles Jewish Americans have faced, including antisemitism and discrimination, and to reaffirm the importance of combating hate in all its forms. Through educational programs, cultural events, and community celebrations, Jewish American Heritage Month promotes awareness and understanding, highlighting the diverse experiences and achievements of Jewish Americans. It serves as a reminder of the strength that comes from embracing diversity and the importance of remembering and honoring all who have helped shape our shared American story.
By Dr. Cindy Cheng April 14, 2025
When Agile Scrum Meets Peter Drucker: Aligning Modern Method with Timeless Strategy Agile Scrum (scrum) is the primary methodology teams use to create value through quick and continuous delivery. What are the connections between the modern scrum framework and Peter Drucker's Theory of Business? Both frameworks function on different levels at first sight. Scrum functions at a tactical level, whereas the Theory of Business operates at a strategic level. Yet, examining the two frameworks uncovers key intersections supporting organizational agility and stability. Agile Scrum Methodology Scrum employs an iterative approach to product development. Teams complete product segments in “sprints” that typically span two to four weeks. Collaboration and continuous feedback are at the forefront of Scrum methodology, emphasizing adaptive responses to change (Schwaber & Sutherland, 2020). Scrum teams operate cross-functionally as self-directed units with the managers to make decisions and solve problems efficiently. Scrum fundamentally focuses on achieving the correct tasks rapidly and efficiently through transparency and ongoing enhancement (Beck et al., 2001). Drucker’s Theory of Business Peter Drucker’s Theory of Business provides a strategic framework organizations can use to achieve success. The theory argues that every successful organization is built on three assumptions: its environment, mission, and primary competencies. The organization achieves success when its assumptions align with reality. Business becomes vulnerable to failure if its fundamental assumptions do not align with reality. According to the Theory of Business, organizations must evaluate their foundational assumptions continuously. Businesses must continually assess if their foundational beliefs align with the surrounding environment to ensure their theory remains valid (Drucker, 1994). Where Scrum and Drucker’s Theory Connect Scrum and the Theory of Business function at distinct levels but share foundations in feedback mechanisms, adaptability principles, and customer-centric operations: • Continuous Improvement: The Scrum methodology includes iterative refinement through sprint reviews and retrospectives. According to Drucker, organizations must review their strategic assumptions to maintain viability (Drucker 1994). • Customer Centricity: Scrum uses direct user feedback to determine immediate development requirements (Beck et al. 2001), while Drucker advises leaders to predict future customer demands (Drucker, 2006). • Adaptability: Scrum, together with the Theory of Business, promotes the principles of learning and remaining responsive while being agile. Scrum functions at the project level, whereas Drucker operates at the organizational level. Scrum functions as the operational "how," delivering products quickly, while Drucker’s Theory of Business explains the strategic "why" behind product development initiatives. Conclusion Numerous organizations implement Scrum processes yet have not evaluated their overarching strategies. These organizations will master executing incorrect strategies without Drucker’s Theory of Business. A great strategy loses its potential value when it lacks agile implementation (Rigby et al. 2018). Organizations that merge Scrum with Drucker's Theory of Business establish a winning position for success. Organizations need to move efficiently to survive constant change and understand the purpose behind their movements. Scrum enables organizations to respond swiftly to changes, while Drucker’s Theory of Business empowers organizations to move with intent. Combining these frameworks creates a strong harmony between practical execution and strategic vision. References Beck, K., Beedle, M., van Bennekum, A., Cockburn, A., Cunningham, W., Fowler, M., ... & Thomas, D. (2001). Manifesto for Agile Software Development. Agile Alliance. https://agilemanifesto.org/ Drucker, P. F. (1994). The theory of the business. Harvard Business Review, 72(5), 95–104. https://hbr.org/1994/09/the-theory-of-the-business Drucker, P. F. (2006). The effective executive: The definitive guide to getting the right things done. Harper Business. Rigby, D. K., Sutherland, J., & Noble, A. (2018). Agile at scale. Harvard Business Review, 96(3), 88–96. https://hbr.org/2018/05/agile-at-scale Schwaber, K., & Sutherland, J. (2020). The Scrum Guide™: The Definitive Guide to Scrum: The Rules of the Game. Scrum.org. https://scrumguides.org
Show More