Mary Parker Follett was a seminal thinker in management theory. In the early days of large industrial organization, when Frederick Winslow Taylor was preaching the gospel of “scientific management,” Follett emphasized the social aspects of any group enterprise. Taylor was not wrong—improving efficiency remains an ongoing goal of successful manufacturers. But his efficient workplace could result in mind-numbing repetition. Follett understood that workers had human needs—for variety, for agency, for mutual understanding.

Follett originated the idea that, in the words of former Harvard Business School Dean Nitin Nohria, “organizations perform best when they operate on the basis of shared responsibility and not . . . command and obedience.”

In this podcast discussion with the Niskanen Center’s Geoff Kabaservice, Philip Howard offers qualified approval of the Abundance movement that he in some ways anticipated by decades. But he insists that the pruning of excessive rules and procedures must also be accompanied by restoring a role for human judgement: “It’s not simply having less to comply with. It’s actually re-empowering everybody — the teacher in the classroom, the principal, the head of the school, whoever it happens to be — empowering them to do what’s right.”

By the same token, he criticizes Elon Musk’s DOGE initiative for focusing on cutting the things government does but squandering the opportunity to change how the government does things: “There was not even a pretense that they had an idea about how things would work better the day after DOGE.”