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California Institute of Advanced Management

Management That Matters.

We provide hands-on, real-world education for a new generation of responsible business management professionals. The California Institute of Advanced Management offers first-rate educational opportunities for students pursuing an MS in Data Analytics, an MBA Project Management degree, an MBA in Business Analytics, or an MBA in Executive Management. Explore our page to learn more about our mission and values.

Management That Matters.

Providing hands-on, real-world education for a new generation of responsible business management.

Management That Matters.

Providing hands-on, real-world education for a new generation of responsible business management.

People, Planet, Profit:

The Future of Business


Being successful and being socially conscious are not mutually exclusive. The California Institute of Advanced Management firmly believes businesses should commit to focusing as much on people and the planet as on profits. Our educational approach teaches students to

design solutions that account for human, economic, and environmental concerns for holistic outcomes and prosperity for all. Learn more about how our M.S. and MBA programs in California seek to address social and environmental concerns by contacting us today.

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High-Impact Learning


Next Generation Business Education for Positive Change

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Why choose California Institute of Advanced Management?

Accredited, Nonprofit Institution

Our mission rests on the bedrock values of academic excellence, integrity, and the fulfillment of duty to our society. We strive to produce successful, responsible leaders who will take what they learn at CIAM and apply it to future career pathways.

High Impact Learning For Social Change

Gain real-world experience through social impact projects designed to help local businesses, communities, and nonprofits thrive. Our MS and MBA programs help our students to make a positive difference both locally and globally.

Dedicated Faculty Support,

Small Class Sizes

We understand how necessary faculty support can be in providing guidance and resources for

students. CIAM features dedicated faculty, offering personalized support to foster the most

growth in our student body.

Built for Affordability, Generous Scholarships

CIAM is dedicated to keeping our high-quality, world-class, experiential-learning-based education accessible to everyone. Contact us to discover how we work to make our MS and MBA programs more accessible to our students.

Find the right program for you:

Master of Business Administration, Executive Management

MBA in Executive Management,

Concentration in Business Analytics

MBA in Executive Management,

Concentration in Project Management


 Master of Science in Data Analytics



Facts & Figures

At a Glance

200+

Student Consulting Projects to Date

$350,000+

In Scholarship Aid

0

Hidden Fees or Textbook Costs

Total Cost of Attendance

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Student Stories


Our story is told through our people — a community of amazing students, passionate leaders, and accomplished alumni who continue to build the CIAM community.

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Start Your MBA Program With CIAM

If you have been looking for MBA programs in California, look no further. The California Institute of Advanced Management is dedicated to providing our students with a quality education without breaking the bank. Our nonprofit university allows students to get an MBA in Business Analytics, Project Management, and Executive Management. We strive to create an environment where students can thrive and apply their knowledge to future endeavors. Reach out to our team
today to learn more about why the California Institute of Advanced Management is a great fit for you.

DISCOVER LIFE ON CAMPUS

Upcoming Events

Campus News


Latest Information - What's new & exciting at CIAM:

By Marketing Dept December 5, 2023
Project management tools, methods, and technologies keep evolving, giving managers new ways to create, manage, and execute projects. At CIAM, we equip learners with the skills and confidence to develop their professional edge in project management. Our MBA project management courses cover the fundamentals and key concepts of project analysis and organizational management. Here is more information about three emerging trends in the field of project management: 1. Evolving Technology Project management tools and technologies are constantly evolving. The advent of low-code and no-code development allows project managers to design custom in-house management tools. Modern project management tools are built to seamlessly integrate with existing time tracking, resource management, CRM, and accounting software. Project managers can also use other management software, including portfolio management, collaboration, data analytics, visualization, and change management platforms. Project managers and their teams use rapidly advancing technologies like automation, artificial intelligence, and machine learning. These technologies' rapid growth rates and improvements can make software selection challenging. Digital project managers must expand their skill set to evaluate and prioritize the right technology that can adapt to new advancements. Our MBA project management courses can give you an understanding of efficient project management software to help you identify, evaluate, and adopt the right technology for your projects. 2. Hybrid Methodologies Project management methodologies have evolved from traditional Waterfall to Agile approaches, but hybrid models are gaining the most traction. Organizations are shifting from a single-methodology system to hybrid models involving multiple project management methodologies that allow for more flexibility. Project managers can borrow ideas from different methodologies to match their work environments. They have multiple methodologies to consider when looking for the right fit for their projects and environments, like Scrum, Six Sigma, and Lean. Traditional approaches like Waterfall focus on strict process planning and future analysis for risk mitigation. Modern Agile methodologies offer the flexibility to change paths during the project with adaptive teams and simpler task objectives. Agile approaches work great for software development teams. CIAM helps students explore these methodologies by offering a course in project management in practice. The course explores key concepts and emerging trends in project management methodologies. 3. Remote Work The preference for remote and contract work has risen, with staffers and freelance project managers opting for distributed project teams. Location dependence is being phased out, and project managers are adapting their strategies to manage remote teams. Remote work involves optimizing communication systems and maintaining team cohesion and project transparency. This new workspace also propels collaborative innovations like cloud-based project management software and video conferencing platforms. Digital project management is a high-demand freelancing skill, and more companies are embracing remote project managers and co-working arrangements. Project managers must reevaluate their processes and schedules to accommodate teams in different time zones and cultures. This digital environment also increases project managers' reliance on data analysis and software tools to reduce project complexity. Project managers can use management software to review reports, issue new assignments and briefings, and monitor task progress remotely. Enroll in the MBA Project Management Program CIAM is dedicated to teaching the philosophies of management as a liberal art and offers several MBA program emphases, including project management. Our MBA project management course gives students the practical tools to guide projects in marketing, finance, healthcare, accounting, and other industries. Contact us today to learn more about our project management courses and how they can help develop your professional skills.
By Marketing Dept December 5, 2023
Business analytics involves using data analysis and statistical methods to make informed decisions. CIAM offers various MBA programs in California, including an MBA in Executive Management with a concentration in Business Analytics. Here are four types of business analytics and how they’re used: Diagnostic Analytics Diagnostic analytics provides insights into specific trends by uncovering patterns and relationships within data. Retailers might use pattern recognition to analyze sales data and identify seasonal trends or patterns in customer purchasing behavior. In healthcare, diagnostic analytics can explore the correlation between patient demographics, lifestyle factors, and the occurrence of specific medical conditions. Financial institutions can use data mining techniques to analyze customer transactional info to identify irregularities that may indicate fraudulent activities. MBA programs in California include courses in the Management of Information Systems that explore the role of technology in business decision-making. Diagnostic analytics may be integrated into these courses to help students understand how data analysis contributes to managerial decision support. Predictive Analytics Predictive analytics uses statistical algorithms and machine learning techniques to identify the probability of future outcomes based on historical data. CIAM offers Applied Probability and Statistics in Data Analytics as one of the courses to help graduates grasp predictive analytics. Credit card companies use predictive analytics to detect potentially fraudulent transactions by analyzing spending patterns and transaction locations. Predictive analytics helps organizations predict which customers will likely churn or discontinue using their products or services. By analyzing customer behavior, engagement, and historical data, businesses can take preventive measures to retain valuable customers. Insurance companies use predictive analytics to assess the risk of policyholders making claims, allowing them to set appropriate premiums. Big Data Analytics Big data analytics involves analyzing large and complex datasets beyond the functionalities of traditional data processing methods. CIAM offers an Advanced Analytics for Business course to equip graduates with considerable data skills. Students learn about data cleanup, data exploration analysis, forecasting, classification, and clustering. In the manufacturing sector, experts use sensor data to predict when machinery and equipment are likely to fail, allowing them to perform the correct maintenance. Businesses analyze large datasets on employee performance, engagement, and recruitment to make informed decisions about talent management, workforce planning, and employee satisfaction. Online companies can also analyze customer data to tailor marketing campaigns and advertisements based on individual preferences and behaviors. Prescriptive Analytics Prescriptive analytics predicts future outcomes and recommends actions to improve a business process. Airlines use prescriptive analytics to optimize revenue to adjust ticket prices based on demand, time until departure, and competitor pricing. In project management, prescriptive analytics can assist in allocating human resources based on skills and availability, optimizing project timelines and resource utilization. Pursue MBA Programs in California CIAM offers master in business administration programs in California focusing on business analytics to help graduates make informed decisions by leveraging data analysis techniques. MBA graduates proficient in analytic tools can adapt easily to the evolving digital landscape, staying relevant in their careers. Register for an MBA program through our website or contact us for more details.
By Marketing Dept December 5, 2023
Virtue ethics put virtue and an individual's character above the consequences of voluntary acts, rules, or principles of conduct. Other ethical systems emphasize doing one's duty and acting to bring about good outcomes. At CIAM, we focus on teaching management philosophies as a liberal art, and our MBA project management courses cover the role and application of ethical principles during the lifecycle of a project. Here's how you can apply virtue ethics to the project management process: Resolving Ethical Dilemmas Project managers should do what's right for the company, society, and stakeholders while adhering to local laws. As a project manager, you must oversee the project to fulfill the organization's goals, social responsibility, and welfare commitment. CIAM's MBA project management course on ethical leadership prepares students to deal with ethical dilemmas in the decision-making process. Ethical dilemmas occur when situations conflict with your moral values or professional project management standards. Examples of ethical dilemmas you may face include employee anxiety, lawful conduct, fairness, transparency, and accountability. If teams are anxious about their job security due to automation, you can assure them of their roles and responsibilities. You can also fairly represent the performance of employees without favoritism. Virtue ethics apply to many situations and dilemmas that require compassion, fairness, and sound leadership. Project managers can use virtue ethics to prioritize moral values and determine what a virtuous person would do in each situation. Consistency In Decision Making Project management decisions tend to be goal-oriented, resulting in ethical systems focusing on the rules and principles of conduct. Managers and teams emphasize the consequences of their actions and obedience to set regulations and authorities. Analyzing consistency in decision-making is one way to apply virtue ethics in the project management process. Project managers can establish standardized review approaches so everyone involved can access the same tools and metrics needed for their jobs. Ethics require consistency, meaning a project manager's morals, standards, values, and decisions must not be contradictory. Good virtues for project managers include honesty, courage, tolerance, integrity, fairness, compassion, and self-control. Applying these virtues in project management can result in consistent decision-making. Consistency reduces subjectivity and bias in communication, task assignment, reviews, and engagement. All teams and individuals should receive fair treatment and access to resources and information. Team Motivation and Leadership Project management requires skilled and confident leaders who can identify issues and apply ethical principles while finding solutions. At CIAM, we teach models of ethics, duty, motivation, and leadership to cultivate a sense of compassionate management. Project managers are also trained in the importance of service to others and leadership as a liberal art. Adopting the ethical principles and cardinal virtues of courage, justice, fortitude, truthfulness, and restraint can result in project managers creating an empowered team. Project managers can apply virtue ethics during hiring processes to find team members with strong values. Employees who embody desirable virtues carry their behavior into the workplace and influence others. Creating a strong organizational culture with mental fortitude, courage, self-control, and kindness as its central values can drive workplace productivity. Business leaders can also solve issues and inspire others through responsible, compassionate, and holistic management principles designed to elevate humanity. Explore MBA Project Management Programs CIAM's MBA project management in practice courses are designed to help students understand how virtue ethics apply to project management. After learning about virtue ethics in an MBA program, project managers can use the concepts to enhance their workplaces. Contact CIAM today to learn more about our MBA project management courses and how they can help you develop your professional edge and ethics.
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Latest Articles


Here are the most recent blog posts from CIAM:

By Franco Gandolfi and Seth Stone November 18, 2022
Abstract Toxic leadership is a type of leadership that is destructive to members of a team, an organization, and society at large. It is ubiquitous and ever-present in a variety of settings. Yet, within the larger body of the leadership literature, toxic leadership accounts for a surprisingly small percentage of the leadership research. There are dozens of widely known and well documented cases of the devastating consequences of toxic leadership. So, why is there such little scientific interest in conceptualizing and operationalizing toxic leadership? This paper explores the multi-faceted elements of toxic leadership and reviews the behaviors, characteristics, and consequences associated with toxic leadership. The paper demonstrates what healthy leadership looks like and presents a working definition of toxic leadership. Such a working definition is vitally important to allow the academic community to build upon for further study and research. Keywords: Leadership, Toxicity; Health; Toxic Leadership INTRODUCTION Toxic leadership is a type of leadership that is destructive to members of a team, an organization, and society at large. It is ubiquitous and has been for centuries. Yet, within the larger body of the leadership literature, toxic leadership accounts for an alarmingly small percentage of the leadership research. There are dozens of widely known and well documented cases of the devastating consequences of toxic leadership. So, why is there such little scientific interest in conceptualizing and operationalizing toxic leadership? It seems, at an outset, that toxic leaders are found everywhere. Indeed, it appears to occur in every industry and at every level of government (Lipman-Bluman, 2005). As Wright (2015) points out from a military context, there are almost a countless number of historical examples whereby leaders place an emphasis on service and sacrifice above anything else resulting in the destruction of follower morale. More disturbingly, nobody is immune to toxic leadership. New Paragraph
By Willam A. Cohen, Ph.D. June 21, 2022
Drucker wrote that the businesses he consulted for were his research laboratories. His research was based on observation of what went on. This type of research was also practiced by both Einstein and Freud. It’s termed analytical research. Drucker did not arrive at his theories in a laboratory surrounded by microscopes, computers, and white-coated scientists, but by people and things and their interaction to which he applied his observation and analysis. Drucker declared management not a science but a liberal art. Therefore, while most management researchers use the synthetic method of research with multiple observations testing one or more hypotheses for statistical mathematical differences, Drucker used the liberal arts and analytical research. Einstein’s Work Einstein also used analytic and not synthetic methods of research. In 1905, he produced four ground breaking papers in one year, winning the Nobel Prize for theoretical physics. None of the four were written in the laboratory, but rather during spare time while at his first post PhD job as an assistant patent examiner in the Swiss Patent Office in Bern. Analytical research again. How Einstein Developed his Two Most Famous Theories Einstein conceived both the Theory of Relativity and developed the most famous equation in history (E= mc²), the equation for the conservation of energy during at that Swiss Patent office. The first was structured around imagining himself traveling along side of a beam of light. It is possible that Einstein provided Drucker with the idea for his methods. They are similar. While Drucker observed phenomena and interactions of people in organizations, Einstein observed things and Freud observed the contents of his subject’s minds. Einstein Explains His Methodology In an article in the London Times written in 1919, Einstein explained what he called his “Theories of Principle.” He wrote that his theories: “. . . employed the analytical, not the synthetic method. Their starting-point and foundation are not hypothetical components, but empirically observed general properties of phenomena, principles from which mathematical formulae are deduced of such a kind that they apply to every case which presents itself.” I do not know whether Drucker and Freud read Einstein’s article. Drucker was only ten years old at the time it was published. I doubt whether he knew English at the time. However, Drucker did refer to Einstein in publication, and it is possible that he read his article. Synthetic research uses data obtained and a hypothesis based on multiple inputs. It then tests the hypothesis to prove or disprove it by testing the hypothesis mathematically for significant difference. Most researchers in academia take this approach. Analytical research on the other hand starts with an unknown and proceeds to the known. There are no hypotheses. One definition of analytical research is “a specific type of research that involves critical thinking skills and the evaluation of facts and information relative to the research being conducted.” Freud believed that by analyzing dreams and memories, we can understand them, while they subconsciously influence behavior and feelings. The analytical process is how all three: Einstein, Freud, and Drucker arrived at their theories. Their analytical approach used a simple model: Observation, either real, imagined, or mental imagery Analysis of what was observed Construction of Theory based on these observations They observed the results of their psychological techniques without multiple surveys or a hypothesis. As a result, Freud’s psychoanalysis, though widely adopted and the basic process still used, it was never termed a science. Unexpected Insights at an Academic Conference I found insights into Drucker’s analytical methods about thirty years ago; I was invited to participate as a member of a panel of marketing textbook authors at an academic conference. The purpose of the panel was to discuss the lack of influence of marketing textbooks on management practice. During this discussion, one question was directed specifically at me. I was the only one of the five academic authors on the panel to have written both professional books for practicing managers and textbooks for students. The question was why it was that managers seemed many years behind adopting the latest practices described in textbooks while innovations appearing in “trade” books seemed to be almost immediately tested and adopted by practitioners? I think someone mentioned Japanese Management and Total Quality Management as than recent examples. I thought for a moment and then responded: “The writers of textbooks must bring together research from many sources to confirm the main points or theories they discuss in their textbooks. In many cases, there are alternate theories to present regarding the methods proposed for practice. In addition, the time needed for the textbook writer to do research, must be added the time for the original researcher to conduct experiments, including gathering data from multiple sources, testing hypotheses and to find suitable academic journals for publication. This can require many months before such a paper is even accepted. Even after the textbook is published and used in the classroom, textbooks are used to instruct students and rarely read by practitioners. It may take several years before these students are in positions of authority and able to put into practice what is taught. Nevertheless, research journals are generally more respected than books by researchers in academic institutions, and their accreditors. On the other hand, a professional book based on theory resulting from personal observation can more quickly be applied to practice as the professional book goes right into the hands of a practitioner who can put it to into immediate use.” This was further confirmed by distinguished consumer behavior researcher Jagdish Sheth in a presentation at which he noted that though he had numerous publications in research journals over a thirty year period he had received only two inquiries in total from these articles, whereas he had recently completed an article for Wall Street Journal and received almost 200 hundred letters from practitioners. More Insight While preparing a lecture for doctorial students on the value of writing professional books for disseminating theory as Drucker did, I came across additional material supporting Professor Sheth’s experience. Many of the most widely publicized theories of management reached practitioners first by publishing a book and getting the information directly to the user. These include not only Drucker’s Management by Objectives from The Practice of Management (Harper & Brothers, 1954) and other methods resulting from Drucker’s theories, but also, Abraham Maslow’s Hierarchy of Needs disseminated through his book Motivation and Personality (Harper & Brothers, 1954) and Douglas McGregor’s Theory X and Theory Y disseminated through his book The Human Side of Enterprise . (McGraw-Hill, 1960). There were lots of articles published in research journals on these topics, but this was after professional books had already been published by the originators of these ideas and the theories had already been tested and were known to practitioners. Research that was published was written to confirm or deny various aspects of the theories that the book authors introduced, or the authors themselves wrote to help define their theories which they had already published in books. Drucker’s Methodology and Thinking Drucker empirically observed general properties of phenomena or through his questions and their answers, had his clients do so. He did not start with synthetic mathematical formulae into which data was inserted to determine the better method but used his powers of observation and reasoning in determining theory and then further testing this material as he saw it applied. This is perhaps why, although Drucker claimed that he always began with his ignorance, yet he insisted on measurements and numbers when seeking to measure performance and progress. Yet he mostly ignored quantitative means in developing his theories. Less clear was the process he followed. When queried as to his methods, he said only that he listened, and then paused adding, that he listened “to himself”. This comment was made in a humorous and not an arrogant way. It is probable that Drucker was speaking 100% accurately. He listened to his own logical reasoning in developing theory or in applying the resulting theory in action by his clients. That he followed an established process was clear although unlike Einstein, he did not publish it. Still, it is highly likely that their methods were similar, if not identical. This important tool was a part of Drucker’s considerable mental arsenal. It is especially important since he did not use models of mathematical analysis to arrive at his conclusions and recommendations. I cannot state the mathematical equations or his favorite methods of determining significant differences, because he taught us none. Still, if we understand that his processes were like Einstein’s that is observation and analytical thinking, we may do the same in research and management decision making and get similar results. This does not mean that synthetic research should be abandoned. Only those investigations might be accomplished more efficiently or effectively in some situations by a different means and consequently that alternate methods of research can be used.
By Karen E. Linkletter, Ph.D. June 21, 2022
I had lunch with a friend today, and the conversation sparked the content for this month’s newsletter piece. My friend, who tends to be quite pessimistic about the state of national affairs, advanced the argument that the framers of the Constitution of the United States could not possibly have anticipated the degree to which the two-party system would break down in the face of obstructionism, ill will, and the pursuit of personal gain over the preservation of the common good. Her comments motivated me to write this piece, which I think is appropriately timed for the month of our nation’s celebration of independence. After the American Revolution, the newly independent coalition of former colonies formed a loose confederation. In 1777, the former British colonies organized under the Articles of Confederation, which signaled a strong bond among the 13 sovereign states. The idea was that each state would have its own interests, government, and sovereignty – and be beholden to no higher interest or authority. Given the recent experience with Britain, it is understandable that the former colonies would abhor any kind of central control or identity. By the 1780s, it was clear that this loose confederation of states was ineffective. Unstable economic conditions related to the Revolutionary War impacted some regions more than others, and a lack of coordinated response to alleviate problems led to local rebellion and unrest. The absence of a central government prevented any meaningful counter to uprisings, such as Shays’ Rebellion. Citizens in western Massachusetts took up arms against the government to protest taxes levied to pay for Revolutionary War debt. Other such armed conflicts showed the need for a more centralized way of dealing with problems. In 1787, delegates met in Philadelphia to develop a constitution. This led to a series of arguments about the role of centralized government and the rights of states. The delegates had widely disparate ideas about what should be included in the Constitution. Three individuals who played an important role in the debates on the Constitution were John Jay, James Madison, and Alexander Hamilton. These three men wrote and circulated a series of essays now known as The Federalist Papers . Jay, Madison, and Hamilton carefully articulated arguments for a constitution and central government, and addressed the concerns of the Anti-Federalists, those who opposed the erosion of state sovereignty and the concentration of power in the hands of a select few. One of the major concerns was the topic of factions. We might be tempted to call factions political parties today, but the definition in the 1700s was more complicated. Factions were groups of people or special interests (whether in the minority or the majority) that represented ideas not in support of the common good (the well-being of larger society). In Madison’s words, “By a faction, I understand a number of citizens, whether amounting to a majority or a minority of the whole, who are united and actuated by some common impulse of passion, or of interest, adverse to the rights of other citizens, or to the permanent and aggregate interests of the community.” Madison and others worried that factions would divide the country, fracturing the fragile alliances that united the sovereign states. Both the Federalists and the Anti-Federalists were concerned that factions presented a danger to society. Madison argued that factions were an innate part of society due to the nature of humankind. In Federalist Paper Number 10, Madison advances the argument that a larger, more diverse republic can curb the evils of factions. A plethora of different interests, as opposed to a society of fewer, more similar interests, would prevent any one special interest from dominating. It would also prevent what Madison referred to as the “tyranny of the majority”, where dissenting opinions are quashed because of a large, vocal majority. A larger, representative government would prevent a violent revolution from spreading from one region to the entire confederation of states: “The influence of factious leaders may kindle a flame within their particular States but will be unable to spread a general conflagration through the other States.” The levers of representative government were designed to keep factions in check. The Bill of Rights spells out limits of federal powers and protects the rights of individuals. The Constitution makes it difficult to amend the document, preventing a simple majority from instituting significant changes. The three branches of government (legislative, executive, and judicial) provide checks and balances to curb abuses of power. We can argue as to the effectiveness of various aspects of the structure we have inherited (the Electoral College, the Supreme Court, etc.) but the fact of the matter remains that it is difficult for an inflamed faction to actuate meaningful change given the guard rails of the system. Yes, social media and other factors make the inflamed factions much more vocal and influential in political discourse (“the base” of each party). But the frustration with the lack of legislative action (and this cry occurs regardless of who is in power) is evidence of a system that is designed to slow down those intent on advancing an agenda against the will of the people. It also means that the agenda that advances the will of the people is slowed as well. Slow is built into the system inherently as a part of the guardrail against factions. The idea of a federal government thus was a way to curb darker tendencies that existed within humankind. If human beings were naturally inclined towards division and pursuing their own interests, federalism served as a check on that inclination, preventing a minority from wreaking havoc in the republic and preventing the majority from silencing voices of disagreement. After Shays’ Rebellion and other similar events, political leaders questioned the nature of humankind, particularly with respect to morality. Before the uprising in Massachusetts, George Washington wrote that “we have probably had too good an opinion of human nature in forming our confederation.” In Federalist Paper Number 51, Madison warns about the need to thwart the darker aspects of human nature, notably ambition: “Ambition must be made to counteract ambition. The interests of the man must be connected with the constitutional rights of the place. It may be a reflection on human nature, that such devices should be necessary to control the abuses of government. Bu what is government itself, but the greatest of all reflections on human nature? If men were angels, no government would be necessary. If angels were to govern men, neither external nor internal controls on government would be necessary.” My friend’s lunchtime comments reminded me of these Federalist debates on the Constitution, most notably the discussions of human nature, factions, and the taint of ambition. The founders certainly did NOT envision a system without obstructionism, ill will, or the pursuit of personal gain over the preservation of the common good. Granted, our society is nothing like that they could have imagined. But in terms of human nature and political ambition, problems of governance, and polarization/division, I think at least a few of the framers had an inkling of what might come to be. Our job is to remember that there is such a thing as the common good. Drucker reminds us of this constantly in his work, and worried that institutions would lose sight of the need to balance their individual, specialized focus on mission and goal with the larger needs of society. I leave you with this quote from Drucker, one of my favorites: “In our society of pluralistic institutions, each institution must focus on its narrow mission if it is to achieve results and meet the minimum test of social responsibility. But then, who looks out for the common good? The answer is no one unless executives of society’s institutions take on a second responsibility that looks beyond the borders of their institution to the common good.” 
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