In many ways, this approach embodies the work of Douglas McGregor’s famous theory X and theory Y of management.7 McGregor, a management professor in the mid-twentieth century and author of The Human Side of Enterprise, proposed that there are at least two discrete ways that managers think about employees and that these assumptions translate directly into management approaches. Theory X proposes that employees dislike work and that the only way to get them to deliver their work is through explicit control, direction, and threats. No sensing. No responding. No learning. This theory holds that
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