By their nature, all management theories are a partial explanation and simplification of the complex reality they try to explain. To expect one theory to fully explain what’s going on or to work in all situations is on a par with expecting that a road map of London will help you navigate your way across Europe. Theories don’t work like that.

Sometimes a single theory may be all you need to resolve a problem. However, it’s more likely that you will need to combine several theories, or at least parts of several theories, to address complex management issues. This flexible approach to the use of theories will enable you to craft a made-to-measure solution for the problems you face rather than having to make do with an off-the-shelf solution.

When using any theory always remember that every person is a unique collection of feeling, attitudes and beliefs. People aren’t machines. You can’t apply the same theory with everyone and expect the same result. Therefore you need to:

• study the insights (theories) that management theorists have developed over the years;
• understand how to apply each theory in practice and think about its limitations in terms of what is acceptable in your organisation and your own preferences;
• observe other managers at work;
• get to know your staff and what makes them tick;
• practice your management skills at every opportunity and try out either entire theories or parts of theories discussed in this book;
• have the courage to experiment and to combine parts of different theories;
• keep a diary, or use the spare space in this book, and record, very briefly, your experiences of management: for example, What happened? Why did it happen? What could I have done differently? Why was I successful in that situation but failed in another? Learn from these mini reflections and use them to guide your future actions.

Writing a few reflective notes will help you internalise what you have learnt. As your knowledge is broken down into its constituent parts it will be added to the compost bin that resides in the dark recesses of your unconscious. It is there where it will mingle with your own emotions, beliefs and attitudes to form your own bank of tacit knowledge. When required, this unconscious knowledge will inform every management action and decision you make and from that will flow your own unique management style.