Mary Parker Follett - Icon Profile | Alexandria
Mary Parker Follett (1868-1933) was a pioneering American social theorist, management consultant, and intellectual maverick whose revolutionary ideas on organizational behavior, conflict resolution, and power dynamics continue to challenge conventional wisdom in both business and political spheres. Often referred to as the "Prophet of Management" and the "Mother of Modern Management," Follett's work transcended the traditional boundaries between organizational theory and democratic practice, offering insights that were decades ahead of her time.
Born in Quincy, Massachusetts, during an era when women's voices were largely marginalized in academic and professional discourse, Follett emerged as an unexpected authority on organizational dynamics. Her formal education at Radcliffe College and subsequent research at Cambridge provided the foundation for her groundbreaking work, though it was her practical experience in Boston's community organizations that would shape her most influential theories. Early writings, including her 1918 publication "The New State," revealed her unique ability to synthesize democratic theory with practical organizational mechanics.
Follett's most enduring contributions lie in her radical reconceptualization of power relationships and conflict resolution. Rather than viewing power as a zero-sum game or conflict as inherently destructive, she introduced the revolutionary concept of "power-with" instead of "power-over," and promoted "constructive conflict" as a source of social innovation. Her concept of "circular response" – the idea that individual and environment continuously influence each other – preceded similar insights in systems theory by decades. These ideas found expression in her seminal works "Creative Experience" (1924) and "Dynamic Administration" (published posthumously in 1942).
Follett's legacy experiences periodic rediscovery, with each generation finding new relevance in her integrated approach to organizational and social problems. Modern management theories on participative leadership, conflict resolution, and organizational democracy echo her early insights, though often without attribution. In an age of increasing organizational complexity and social division, Follett's vision of integrative unity and creative conflict resolution offers not just historical interest but practical wisdom for contemporary challenges. Her work raises the intriguing question: How might today's organizational and societal conflicts be transformed if we fully embraced Follett's principles of integration and circular response?