Jerzy Kociatkiewicz

Monika Kostera
email: monika@kostera.pl

Sherlock Holmes and the Adventure of the Rational Manager: Organizational reason and its discontents

Keywords: Rationality, narratives, detective stories, imagination

Sherlock Holmes and the adventure of the rational manager: organizational reason and its discontents

Introduction

Rationality has been an important issue in the discourse of management. Starting with Frederick [START_REF] Taylor | e principles of scienti c management[END_REF] description of both managers and workers as eminently rational beings (albeit not realizing their potential to the fullest extent), through [START_REF] Kepner | e rational manager[END_REF] explicit invocation of the ideal of the rational manager, to contemporary attempts at correcting the irrationality of managerial practice (e.g. [START_REF] Loughlin | Ethics, management, and mythology: rational decision making for health service professionals[END_REF], there is a strong tendency to present rationality as the preferred basis for organizational practice. On the other hand, critics like Gibson [START_REF] Burrell | Pandemonium: Towards a retroorganization theory[END_REF] have highlighted disastrous and outright deadly results of linear applied management rationality, while others, such as [START_REF] Case | Astrology, alchemy and retro-organization theory: An astrogenealogical critique of the Myers-Briggs Type Indicator®[END_REF] have pointed out irrational roots of popular management practices. Both the enthusiastic and the critical appraisals of managerial rationality tend to assume the view, rooted in the Cartesian tradition, that rationality consists of the systematic use of reasoning and logical deduction [START_REF] Descartes | Meditations on rst philosophy[END_REF]. But rationality need not be conceived of as one simple phenomenon. It may include quite di erent motifs and directions for action [START_REF] Weber | Economy and society[END_REF]Feyerabend, 1987;[START_REF] Habermas | e theory of communicative action[END_REF]. While criticisms of rationality have opposed it to imagination [START_REF] Burrell | Pandemonium: Towards a retroorganization theory[END_REF][START_REF] Clegg | e bounds of rationality: Power/ history/imagination[END_REF], little attention has been paid to exploring any possible linkages between the two and, indeed, to analysing dimensions of management rationality beyond the limiting concept of linear thinking. To address this gap is copy does not follow journal layout or page numbers. Originally published in Scandinavian Journal of Management in knowledge we have carried out a study analysing narratives juxtaposing the two notions of rationality and imagination. We examine the complex construct of what we call the extended Holmesian rationality as presented in the narratives of Arthur Conan Doyle, and compare it to rationality apparent in management literature.

is allows us to foreground the pitfalls of ignoring the complexities of the notion of rationality, the importance of considering connections between rationality and imagination, and to propose the extended Holmesian rationality as a relevant concept for management thought and practice. In this paper we embrace the perspective on rationality from the organizational sensemaking point of view. Our focus is on the actor's role and we use the narrative resources of ction writing to address it [START_REF] Philips | Telling organizational tales: On the role of narrative ction in the study of organizations[END_REF]. We start out by reviewing the ways in which rationality has been conceived of in social sciences and how it is typically presented in relation to management and organizing throughout the years, as well as the accounts of di erent in uential views on rationality and its limitations in organizational context. In particular, we point to Karl [START_REF] Weick | e social psychology of organizing[END_REF] idea of paradoxical rationality: a much desired aim albeit only to be found ex post. We then make a case for imagination, and through the ctive character of Sherlock Holmes we show how it can be seen as part and parcel of rationality. According to Barbara [START_REF] Czarniawska | Management she wrote: Organization studies and detective stories[END_REF] management writers are like writers of detective ction: they deal with similar plots, where a seemingly obvious symptom lies at heart of a non-obvious problem to be gured out and solved. Famous ctive detectives such as Sherlock Holmes and management researchers use similar methods and often surround themselves with a similar mystique. We argue that managers, too, resemble Holmes, not in the least because they, too, refrain from revealing their real procedures and methods of action but prefer to resort to mystifying statements: "elementary" says Holmes and then refers to something outrageously complicated. [START_REF] Garley | Scienti c management for printers[END_REF] introducing "Elementary Time Study" claimed that the rationality of the new system was superior as it allowed for less waste and more happiness, while Acko 's famous saying contended that "the only managers that have simple problems have simple minds" (see e.g. Triarchy Press, 2009). Indeed, managers, like Holmes, have problems to solve, problems that may sometimes look banal on the surface but are non-obvious and linked to a number of issues in a number of ways unexpected for the uninitiated. After exploring these similarities and some di erences in detail, we come to re ect on possible lessons for managers from Holmes' imaginative rationality, using [START_REF] Bateson | Steps to an ecology of mind[END_REF]1979) ideas of a non-linear ecosystem which embraces nature and human culture and which humanity needs to respect in order to survive and blossom.

is ecosystem cannot be grasped by the means of reductionist rationality but demands a way of thinking that is at ease with complexity and paradox.

Pure rationality

For [START_REF] Durkheim | e rules of sociological method[END_REF], rationality consists of following procedures, methods and reasoning logic. e right (scienti c) set of procedures adopted in a right sequence is, according to such a point of view, what guarantees rationality. Max [START_REF] Weber | Economy and society[END_REF] famously held a di erent view identifying many di erent pursuits as rational. In his writings, he distinguishes between four di erent types of rationality. e rst, Zweckrational, is focused on the aim that one wishes to reach, as de ned by expectations about the behaviour others and other things. e actor makes calculated choices in order to reach those aims.

e second type, Wertrational, is related to values and beliefs. e motifs for the actor's choices and actions are rooted in value systems which can be of varying strength and nature. e third type is based on emotions, meaning that the actor pursues certain outcomes based on his or her emotional states. e last, fourth type, is linked to tradition, and implies making choices based on training. Weber regarded these types as ideal types, not occurring separately in practice, but usually as a mixture with some more dominant than others in each case. Jurgen [START_REF] Habermas | e theory of communicative action[END_REF] criticized Weber's typology as decontextualized and proposed his own de nition, rooted in the social perspective. According to him, rationality is an outcome of communication, and is inherent in the interpersonal communicative process as such. Communication has an intrinsic aim which is mutual understanding and the capability of bringing it about is placing rationality within the communicative structure.

eorists of management have also long been looking for rational rules that managers could follow all the way to inevitable success. Frederick [START_REF] Taylor | e principles of scienti c management[END_REF] notion of scienti c management took as its starting is copy does not follow journal layout or page numbers. Originally published in Scandinavian Journal of Management point the rationality of interest of all the organization's participants, proceeding to propose a scienti c technique which, not unlike ratiocination, could be used to solve all the managerial conundrums one might conceivably encounter. Fifty years later, [START_REF] Kepner | e rational manager[END_REF] postulated rationality as the explicit goal a manager should strive for. eir project of e Rational Manager was attractive enough that almost fty years onwards, new editions of what is now e New Rational Manager [START_REF] Kepner | e new rational manager: An Updated Edition for a New World[END_REF] and derivative works such as e Rational Project Manager [START_REF] Longman | e rational project manager[END_REF] continue to be published, and associated training workshops still nd eager audiences. In these writings rationality is seen as a uni-dimensional logic, enabling the manager to make the best decision. Authors embracing the bounded rationality perspective suggest that this view is too simpli ed and that there exist, in fact, many kinds of rationality. Research in decision making, notably such authors as Herbert Simon and James March [START_REF] Simon | Organizations[END_REF][START_REF] March | A primer on decision making: How decisions happen[END_REF], showed that managers make decisions based on a bounded rationality, not searching for the "best possible" outcome but choosing the "satisfactory alternative", even though managers try to make fully rational decisions. Michael Cohen, James March, and Johan Olsen (1972) proposed the garbage can theory of organizational choice which describes a situation where decision opportunities resembles irrational "garbage cans" from which managers draw random elements of decision making. Sometimes solutions appear before a problem arises. Nils [START_REF] Brunsson | e irrationality of action and action rationality: Decisions, ideologies and organizational actions[END_REF][START_REF] Brunsson | e Consequences of decisionmaking[END_REF] distinguished between an impossible methodological rationality which managers often believe in and the more down to earth and realistic action rationality which they adopt in real life. He claims that there are other more vital dimensions of decision making than rationality, such as mobilization of action, distribution of responsibility, and, more generally, organizational legitimization. e ideal of rationality is thus far from sensible for managerial practice: sometimes good managers may act according to systematic irrationality. An additional dimension of rationality, the social one, follows Peter Berger and omas Luckmann (1966), claim that rationality (as well as reality) is socially constructed. Societies need rationality and regard it as a vital concern. As shared meanings are propagated through culture, one of the important aspects of culture is therefore to provide rationality for its participants, as a guiding line and a frame of reference for social actors in their everyday interactions. According to Paul DiMaggio and Walter Powell (1983), organizations strive for rationality because it gives them legitimization, they "constitute a recognized area of institutional life" (DiMaggio & Powell, 1983, p.148). Barbara Czarniawska-Joerges (1992) added that rationality is a crucial product of contemporary organizations, contingent with the basic kind of utility that the society and its organizations wish to achieve. [START_REF] Gustafsson | Produktion av allvar: Om det ekonomiska fornuftets metafysik[END_REF] elaborates that the foremost use of rationality is in creating seriousness, a feature strongly desired in contemporary organizational settings. Rational belief and thought are not without their paradoxes. While it is possible to imagine a logical system which can be conceptualized and thought through, there is a limit to what can be rationally scrutinized in that way. It always contains a contradiction, a point which can be accessed only via external arbitrary decision. In other words, there is always a set of axioms or assumptions that one must adopt and take for granted in order to undertake such a rational scrutiny. Claes [START_REF] Gustafsson | Produktion av allvar: Om det ekonomiska fornuftets metafysik[END_REF] likened absolute rationality of thought to the philosophical stone which many seek but which remains elusive; a pursuit that, whatever its merits, can hardly be thought of as rational. Furthermore, he argued, if rationality is seen as a relationship between thought and reality, it becomes an even more elusive and uncertain idea. Not even the natural sciences are capable of such an exact representation of their object of study, so much less so the social sciences and social actors such as managers; the exact knowledge about things: what, how and where they are, is just not possible. For contemporary management practice, however, the most crucial notion of rationality relates to action, not thought, though the two are sometimes linked. Rational action is based on a conviction about its direct linkage with external reality; by enacting this belief one can expect an interaction with reality to take place in a meaningful way. As it is the managers' beliefs that are usually prominent in organizational discourse, managerial rationality relates primarily to the meanings ascribed to managers' actions. It should be noted, though, that talk is also an action, as is re ection.

is copy does not follow journal layout or page numbers. Originally published in Scandinavian Journal of Management

To walk around and think thoughts not related to rational action would thus mean irrational behaviour of the manager.

Rationality is thus always tested against the living practical reality, quite regardless of its possible underlying intellectual asperity and stringency. (Gustafsson, 1994, p. 59) Finally, there is another important dimension of management rationality that authors interested in managerial sensemaking are interested in -one related to perception. Karl [START_REF] Weick | e social psychology of organizing[END_REF] pointed out a paradox -while people tend to perceive rationality as something to be aimed at, or created prospectively, what indeed happens is that processes of organizing as rationalized ex post. For the ideals of management this means that while rationality is one of the crucial issues and perhaps even a central focal point of the managerial role it is by its very nature quite elusive and paradoxical. e manager needs to work towards an aim of rationality, he or she needs to hold on to rational standards and aims but it is only ex post that he or she is able to know how and if indeed the actions undertaken were rational. Weick (1979, p. 5) distilled this approach into the general sensemaking recipe, "how can I know what I think until I see what I say?" Taylor's scienti c management as a methodical problem solving approach and, later, academic science, can thus be better framed as a promise of rationality, a systematic approach to the complex and often paradoxical practice that would enable a straight, planned and fully controllable order [START_REF] Jacques | Manufacturing the employee: Management knowledge from the 19th to 21st centuries[END_REF]. In Roy Jacques' narrative of the emergence of modern ideas of organization, the managers themselves were a consequence of the business order of the industrial era and the "remapping of authority from occupations to organizations, from foremen and owners to 'management'" (ibid., p. 148). From this order followed a kind of knowledge, where common sense was replaced by rational concepts of e ciency and productivity. It was "a numeric, not a sensory, domain" (ibid., p. 148).

e ideals of rationality directed attention away from practices and towards the web of perceptions.

Rationality and imagination?

While rationality has been consistently foregrounded in studies of management and organizing, another very signi cant factor has also received considerable attention in social science, if not always in management studies: that of imagination. Already Immanuel [START_REF] Kant | e critique of pure reason[END_REF] considered imagination as a vital (albeit blind and thus presumably not rational) function of the mind. Adam Smith (1799) appreciated the importance of imagination in philosophy and in the social sciences C. Wright [START_REF] Mills | e sociological imagination[END_REF] famously depicted the value of imagination as quite central. According to him, sociological imagination is the ability to connect individual experiences to an understanding of one's place in social structure and history. Imagination helps to transcend the limitations that make the individual a pawn in the play of structures and trends, as it enables and understanding of the relationships between di erent perspectives and levels , such as the individual and the societal. It creates a bridge between the everyday life and the greater historical dimension.

e imaginative person can achieve a distanced view of his or her life within a much broader context and may act upon this vision, thus also practically transcending the limitations that would otherwise have de ned his or her fate. [START_REF] Mills | e sociological imagination[END_REF] understood imagination as a state of mind, an awareness and a striving to make sense of what comes one's way. To develop sociological imagination, one should pose oneself three kinds of questions: regarding social structure, the place of society in history and the role of individuals in that society. us imagination can be seen as the ability to link di erent phenomena, levels of perception and abstraction: aspects usually not regarded as logically linkable. Gareth Morgan (1993) considered imagination crucial for the way people manage and deal with organizations, as participants or more generally, stakeholders. He de ned imagination as the ability to transcend the mundane and stereotypical, in mind as well as in action and distinguishes between theoretical and practical imagination, for re ection and for action. Both are important in and for organizations. Imagination can and should be developed, for example through mind-games or the testing of unusual ideas, but perhaps most importantly, trough metaphorical thinking. Metaphor is an "attempt to understand one element of experience in terms of another" (Morgan, 1986, p. 13) and consists of making links between two things based on di erence and similarity. Metaphorical thinking is an ability to conceive of one thing in terms of another -or to make unusual connections. For contemporary organizations this ability is perhaps is copy does not follow journal layout or page numbers. Originally published in Scandinavian Journal of Management more important than ever before -as these change so rapidly and so much depends on our capability to face and to proactively embrace change, Morgan (1993) argued. We agree with this view and we also believe that imagination is needed in all managerial and organizational practices, among them those calling for rationality. Signi cantly for our argument in this paper, imagination has often been opposed to rationality, or presented as incompatible with it. Stewart [START_REF] Clegg | e bounds of rationality: Power/ history/imagination[END_REF] de ned imagination as the "capacity to conceive a di erence" (p. 849) and regarded it as one of three bounds of rationality (the two others being history and power). He viewed rationality as a linear process, all-encompassing in its knowledge claims but, in practice, limited by the existence of uncontrollable phenomena the interpretation of which depends on sensemaking processes and context. In line with Feyerabend's (1987) discussion of Reason (capital R) as a reductive, limiting form of a much more palatable and inclusive notion of reason (and, thus, rationality), and [START_REF] Denny | Rational thought in oral culture and literate decontextualization[END_REF] assertion that Western rationality is but one among the many available possibilities,we do not share Clegg's limiting view of rationality. us, while we hold a similar view on imagination, we do not see the two as necessarily opposed. In describing imagination (and the imaginary) in literary discourse, Tzvetan [START_REF] Todorov | e fantastic: A structural approach to a literary genre[END_REF] celebrated the moment of vacillation between rational and imaginational explanations of observed (or read about) phenomena, holding it up as the foundation of the literature of the fantastic. In our paper imagination is the ability to make unusual connections between people, things, perspectives and experiences, and it ourishes through the embracing of the sense of wonder or through being in touch with inspiration.

Fiction, the detective novel and the study of organization

Study of imagination required choosing a methodological approach that would enable us to capture its multifaceted richness. Narrative studies o er such a possibility and, indeed narratives are nowadays increasingly recognized as method and substance of research in social sciences and management studies [START_REF] Boje | Narrative methods for organizational and communication research[END_REF][START_REF] Czarniawska | Narratives in social science research[END_REF]. Enacted narrative is the most common form of social life, communication and sensemaking [START_REF] Macintyre | After virtue: A study in moral theory[END_REF]. Experience invariably takes narrative form, if the narrative is regarded as temporal embedding in the sense that Kenneth Gergen (1997) used the term. Yiannis [START_REF] Gabriel | Storytelling in organizations: Facts, ctions, and fantasies[END_REF] advocated using the term narrative much more narrowly, as needing a clearly delineated plot. He pointed to the usefulness of stories that exist spontaneously in organizations. Barbara [START_REF] Czarniawska-Joerges | Narration or science? Collapsing the division in organization studies[END_REF] was among the rst to advocate stronger links between management writing and narration. She saw merit in a more widespread use of narrative knowledge in social sciences and humanities, and particularly, in organization studies.

e traditions of the discipline are connected to narratives, such as case studies, studies of organizational stories and various interpretative approaches. Scienti c ethos (good scienti c writing is true writing) can thus be abandoned, and we can embrace ideals of beauty and use. Representation from relational truth comes to mean political representation: " eories do not 'represent' reality; theoreticians take upon themselves to represent other people and even nature" (ibid., p. 27). ere is a need for a conscious and re ective creation of a speci c genre, which recognizes tradition without being paralyzed by it, which seeks inspiration in other genres without imitating them, which derives con dence from the importance of its topic and from its own growing skills (ibid.). Elsewhere, [START_REF] Czarniawska | Narrating the organization: Dramas of Institutional Identity[END_REF] explored the links and relationships between the elements of two what she sees as genres: ction and scienti c realism. She maintained that organization science has much to gain from a conscious blurring of genres, especially in times when boundaries are being questioned. Authors should explore how the boundaries are being constructed rather than taking them for granted. Writing management can be seen a genre of writing, and as such there is lots to learn from the masters: the novelists, poets and dramatists [START_REF] Czarniawska | Writing management[END_REF]. Fiction as a way to tell stories about organizing has a great potential. Karin Knorr Cetina (1994) argued for introducing ction into social sciences. Fiction can explain and illustrate things that we want to put forward as theories. Pierre Guillet de Monthoux and Barbara [START_REF] Guillet De Monthoux | Introduction: Management beyond case and cliché[END_REF] wrote of the value of studying literature for management learning and for the enhancement of our understanding of organizations and organizing.

e book edited by them and containing a collection of stories about is copy does not follow journal layout or page numbers. Originally published in Scandinavian Journal of Management known literary works and the lessons for management that can be learned from them is not only a great read, but a really useful book in the teaching process. Nelson [START_REF] Philips | Telling organizational tales: On the role of narrative ction in the study of organizations[END_REF] claimed that ction and fact literature tend to become one: "the barriers between ction and fact, and art and science, have become increasingly di cult to defend" (p. 626). Furthermore, "social scientists often do what writers do: they create rather than discover, they focus on the unique and individual, they use illustration and rhetoric in an e ort to make their case" (p. 626). Writers, on the other hand, often do what scientists are supposed to do. e boundaries become indistinct and the demolition of them could, if not "move us closer to the ultimate truth", create an interesting space for organization studies. Philips then goes on explaining di erent narrative praxes and categories, and their use (and possible use) in the studies of organization. One of the genres that can with advantage be used to explore ideas about organization and management is the detective story (Czarniawska, 1999a). e protagonist of such a story must disentangle a puzzling social context, not unlike the social researcher. ey both take interest in the social and both are dedicated to problem-solving. e narratives are constructed in a similar way: there is something amiss, it is neither clear nor obvious what it is (there are many false clues), this "something" must be explained (the problem must be diagnosed) and -although this is optional in both detective story and in organization studies -the way of solving the problem ought to be prescribed. (ibid., p. 19) e plot of the detective story is similar to that of the text about organization, according to Czarniawska (ibid.) -they both have two parallel stories, one hidden and one explicit. e tale of the crime and/or the problem is the hidden one, and it is unravelled and brought to light by the second tale of the investigation.

e way that knowledge is acquired is following a strict method, but can be di cult to grasp for the reader. In the detective story, this is, by the way, the point. Nonetheless, he or she must be able to see at the end of the tale how the detective -as well as the researcher -methodically and in a rational way solves the problem at hand. Sometimes a third story is used to throw light on the second:

A naïve observer, like Dr. Watson in Sherlock Holmes, who can indulge in stating the obvious since he has a professional status to save him from a suspicion of lack of intelligence, or a researcher who tells the story of investigations made by a true herousually a Leader. e researcher becomes thus a Dr. Watson who is protected by the scienti c method, and who can safely be in awe of Sherlock Holmesthe practitioner. (ibid., p. 20) Furthermore, both social science and the detective novel o er insights about the commonplace, the everyday life of people described in detail against the interruption of an exceptional event (murder or research problem). For both, this interruption allows the author to reveal the structure of the context which usually may be not obvious or not visible to the observer. ey adopt "logics of discovery" which can take di erent shapes, such as deduction, induction, and abduction, but always need to involve both rationality and suspense. From Czarniawska's writings we retain the notion of the similarities between organizational tales and detective stories. But instead of positing the researcher as a detective, we would like to point to the similarities between the latter, and the manager. Malcolm [START_REF] Goodman | e frustration of talent: A study in scarlet[END_REF] made a step in that direction by imagining Sherlock Holmes (who is also the protagonist of our story) as a management consultant, brought in to discover the culprits behind organizational problems. Gerardo [START_REF] Patriotta | Sensemaking on the shop oor: Narratives of knowledge in organizations[END_REF] showed the usefulness of framing organizational problem-solving as a detective story, focused on nding, performing and nally explaining the problem for the bene t of the audience. He did not name managers as necessarily the protagonists of these stories, but other authors such as O 'Loughlin and McFadzean (1999) or [START_REF] Van Bruggen | Matching management support systems and managerial problem-solving modes: e key to e ective decision support[END_REF] placed problem-solving at the heart of manager's role. We also need to point out that Sherlock Holmes appears particularly suitable for this substitution because, as [START_REF] Knight | Crime ction 1800-2000: Detection, death, diversity[END_REF] pointed out, so many of his cases were already dealing with issues of lost, stolen, or endangered property. Before we turn to the Great Detective himself and more parallels between his practice and that of management, we need to sketch out the history of the genre before his appearance.

at said, establishing de nite points of origin for any literary genre is an invariably futile and somewhat pointless exercise, and roots of the detective story can be and have been traced to [START_REF] Gaboriau | e Lerouge Case[END_REF] mid-nineteenth century policeman protagonists, Walpole's princes of Serendip [START_REF] Merton | e travels and adventures of serendipity: A study in sociological semantics and the sociology of science[END_REF]; rst mentioned in 1754) or Voltaire's is copy does not follow journal layout or page numbers. Originally published in Scandinavian Journal of Management (1961) Zadig, rst published in 1747. For the purposes of this paper, the forerunner, or perhaps even the rst practitioner of the modern detective story, Edgar Allan Poe, is of particular interest. e hero of his three short stories, Monsieur C. Auguste Dupin, not only solved seemingly impossible mysteries, but did so through a thoroughly methodical process (castigating, as would also be the habit of later detectives, those who did not favour a similarly structured approach). It is thus not surprising that Poe chose the word ratiocination to describe Dupin's inquiries. And indeed, the results were often truly spectacular: in Murders in the Rue Morgue [START_REF] Poe | Murders in the Rue Morgue[END_REF], Dupin is shown to be able to decipher thought processes of the stunned and admiring narrator simply by looking at the minute physical symptoms each thought brought about. However, neither the history of the genre nor the perceptive Monsieur Dupin form the focus of this paper. As already stated, our attention is xed squarely on the central gures of our chosen narratives: the eponymous hero of Arthur Conan Doyle's detective stories and the manager of contemporary discourse.

e rational detective and his managerial credentials

Sherlock Holmes, consulting detective is the supremely rational character who has been described as having "expanded the de nition of rationality beyond a narrow, means-ends instrumentalism to include the imagination" (Saler, 2003, p. 604, our emphasis). e protagonist of 56 short stories and 4 novels by Conan Doyle as well as numerous pastiches and derivative works by other authors, Sherlock Holmes is an immensely popular gure, and also the protagonist presented by Czarniawska (1999a) as the model detectiveresearcher. Holmes routinely astounds the reader by his ability to discern the truth by careful examination of the seemingly innocuous details and principled analysis of the available data. e world he inhabits appears ba ing and incomprehensible to most of its inhabitants, but thoroughly rational and eminently explicable to a skilled observer and thinker. As the detective himself notes, "When you have eliminated the impossible, whatever remains, however improbable, must be the truth" (Doyle, 1981, p. 111). His method, the investigative approach he describes as (the science of ) deduction, is intimately tied to the popularity of the character. Shepherd (1985, p. 20) went as far as to describe the detective as "the representation of a method embedded in a myth." Other authors, not satis ed with the mythical status of the Holmesian approach, attempted to tease out its principles or trace its predecessors and inspirations. us, numerous contributors to Eco and Sebeok's (1983) e Sign of ree argued that the process should be more properly termed abduction, following [START_REF] Peirce | Philosophical writings of Peirce[END_REF] typology of the forms of reasoning, while [START_REF] Ginzburg | Morelli, Freud, and Sherlock Holmes: Clues and scienti c method[END_REF] pointed to an Italian art scholar Morelli and Doyle himself (1924) to his medical mentor Joseph Bell as Holmes' real-life intellectual prototype. It might thus turn out useful to note some of the intricacies of both the character and his inquiries, as well as to compare it to those of our other hero, the manager. One of the most striking features of the detective is his single-minded dedication to the solving of criminal cases. Upon getting to know Holmes, Doctor Watson is simultaneously astonished by the power of Holmes' deductive method and shocked by the vast areas of the detective's ignorance and helpfully delineates the extent and limits of his friend's knowledge for the reader's bene t:

1.

Knowledge of Literature.-Nil.

2.

Philosophy.-Nil.

3.

Astronomy.-Nil.

4.

Politics.-Feeble.

5.

Botany.-Variable. Well up in belladonna, opium, and poisons generally. Knows nothing of practical gardening. 6.

Geology.-Practical, but limited. Tells at a glance di erent soils from each other. After walks has shown me splashes upon his trousers, and told me by their colour and consistence in what part of London he had received them. 7.

Chemistry.-Profound. 8.

Anatomy.-Accurate, but unsystematic. 9.

Sensational Literature.-Immense. He appears to know every detail of every horror perpetrated in the century. 10. Plays the violin well. 11. Is an expert singlestick player, boxer, and swordsman. 12. Has a good practical knowledge of British law. (Doyle, 1981: 21-22) is curious amalgam quite unlike the mix of knowledge expected in a Victorian gentleman of Holmes' standing, but the detective steadfastly refused to learn anything he did not consider useful. "He said is copy does not follow journal layout or page numbers. Originally published in Scandinavian Journal of Management that he would acquire no knowledge which did not bear upon his object. erefore all the knowledge which he possessed was such as would be useful to him" (ibid., p. 37). Moreover, he considered an excess of useless knowledge not just as a distraction, but as a positive threat to his investigative abilities, as he explained to his ba ed friend: I consider that a man's brain originally is like a little empty attic, and you have to stock it with such furniture as you choose.... Now the skilful workman is very careful indeed as to what he takes into his brain-attic. He will have nothing but the tools which may help him in doing his work, but of these he has a large assortment, and all in the most perfect order (ibid., p. 21).

e approach is clearly relentlessly reductionist, and relies on the ability of delineating a priori the extent of knowledge useful for criminal investigations. is brings out parallels to management and organization theory where reductionism has long been the dominant stance. Yehouda [START_REF] Shenhav | Manufacturing rationality[END_REF] traced the roots of management as a distinct profession and body of knowledge in engineering journals at the turn of the 20th century, showing the profound in uence of narrowly rationalist mechanical concepts in shaping what came to be known as management knowledge. Gibson [START_REF] Burrell | Pandemonium: Towards a retroorganization theory[END_REF] argued that these in uences are still prevalent in the eld of management theory, cautioning that "linearity kills," i.e. that reductionist frameworks can and do bring about deleterious, and sometimes deadly, consequences. And while the term reductionism usually carries pejorative connotations (and is thus virtually absent from self-descriptions), Dmitry [START_REF] Vostokov | Management bits: An anthology from reductionist manager[END_REF] called up the very notion of a reductionist manager to present the lessons he believes software design theory and practice can bring to understanding managerial problems. Holmes' fear of cluttering his brilliant mind with useless knowledge, and managerial insistence on nding the actual cause of a problem among its many apparent constituents both point to the same understanding: the methods used can be relatively straightforward but real skill (or even genius) lies in their correct application. Holmes routinely dismisses his extraordinary feats of (what he terms) deduction as "absurdly simple" (Doyle, 1981, p. 511) or "simplicity itself " (p. 91), noting that "it is not really di cult to construct a series of inferences, each dependent upon its predecessor and each simple in itself." At the same time, Sherlock's brother, the equally astute Mycroft Holmes, is the only person in Doyle's stories able to match the detective's deductive powers.

In the eld of management, [START_REF] Delbridge | e exceptional manager: Making the di erence[END_REF] argued that although there is a large number of professional managers, only the exceptional ones, who manage to master the di cult skills of good management, are able to make a di erence in their organizations. ese skills, much like Holmes' methods, appear deceptively simple:

Many of the insights about 'best practice' may at rst sight appear obvious. However, we have found that in reality there are many pitfalls in the path of managers seeking to import advanced new practices into their business (Delbridge et al., 2006, p. 138).

Observation is an important component in both detection and management. Holmes castigates Watson that he sees but does not observe, while a contemporary successful human resource manager gives his readers the following advice for learning about an unfamiliar organization:

It is useful to pay attention to literally everything: the building, information given in the reception, the way employees' dress. is way we can learn much about organizational culture, the way employees are treated, and the rm's trustworthiness. When in the corridor we pass employees who pay us no attention, loudly comment on their work or do not talk to each other at all, we can presume that the environment there is not the best. (Wisniewski, 2011, np).

Such close observation can enable quick and precise assessment of people and situations. Holmes easily gures out people's profession, personal history, and character traits of the people he meets, and another successful manager from the same article describes his own astounding feat of inference: e meeting with the CEO was postponed for a few hours. I thought that if it was the norm to force a candidate for a key post to wait for an interview, it might also turn out to be the norm that the CEO believed the market would wait for him to improve his products. I was not let down by my intuitiontoday this company is doing decidedly worse than ten years ago and was taken over in order to save its liquidity (Wisniewski, 2011, np).

At the same time, it should be noted that such accomplishments rarely form the centrepiece of a story, detective or managerial.

ey establish the character's mastery, but do not provide a template that ordinary mortals such as the readers of crime stories is copy does not follow journal layout or page numbers. Originally published in Scandinavian Journal of Management or management literature, can ever hope to emulate. Following an established structure, many of the [Holmes] stories begin with this interpretative magic as Holmes decodes a hat, a watch, a stick, even just the appearance or clothing of a visitor. ese sequences create a famous brand image but it is striking that, as with Dupin, they never in fact reveal the mystery of the story: they are only detective ourishes, used for characterization and aura alone (Knight, 2004, p. 56).

e process followed by the detective in solving the actual crime described is invariably more mundane and straightforward, o ering signposts along the way and relying on direct evidence, be it material or verbal. Management manuals such as [START_REF] Kim | Blue ocean strategy: How to create uncontested market space and make the competition irrelevant[END_REF] guide for choosing winning market strategies tend to follow a similar format. e book opens with the story of Cirque de Soleil, a successful performance group combining theatre and circus.

is serves as a comprehensive illustration of the power of value innovation, the key concept of the authors'. In subsequent explanations of how to de ne hitherto unknown market the authors provide a number of examples, but the stunning success of Cirque de Soleil is never sullied by such a mundane explanation, nor is it particularly useful in charting a path for would be value innovators to follow. It remains aloof as proof of brilliance of the concept, much like the introductory show of detective's ability. But the strongly reductionist position outlined above does not present a complete picture of Sherlock Holmes or his investigations. e detective sees himself as committed to the pursuit of wisdom. He equates the latter with the ability to draw correct inferences from scarce data, and with making imaginative links: in e Hound of the Baskervilles, he describes his own approach as involving "the scienti c use of imagination" (Doyle, 1981, p. 687). When he fails to reach that ideal, the detective berates himself, seeing even a delay in reaching the correct conclusion as a partial failure: "I confess that I have been as blind as a mole, but it is better to learn wisdom late than never to learn it at all" (ibid., p. 342). Similarly, the gaps in Holmes' learning noted above became much less evident in later stories and, indeed, the detective has been shown to exhibit a range of interests with few obvious links to criminal detection, ranging from beekeeping to opera. Possibly, this re ected the experience of variety in encountered criminal cases, or a broader commitment to seeking wisdom; the issue is not explicitly raised in any of the subsequent narratives, so the point must necessarily remain just a conjecture. e note of uncertainty echoes the hesitation regarding mainstream management literature's approach to managerial knowledge. While most of the textbooks and handbooks we have seen, in line with the original approach of Frederick [START_REF] Taylor | e principles of scienti c management[END_REF], stressed only the very narrow technical knowledge as necessary or important for manager's work, some of the management classics, such as notably Chester Barnard advocated a more intuitive and imaginative approach to management than did most of his contemporaries [START_REF] Novicevic | Playing by ear'… 'in an incessant din of reasons': Chester Barnard and the history of intuition of management thought[END_REF]. Slightly more recently, another well known mainstream management giant, Joseph [START_REF] Litterer | Management as a third culture[END_REF], claimed that a more general education was necessary for future management, including both exact sciences and humanistic knowledge.

Rationality rendered un-linear

Regardless of how one should describe his methods, Holmes' success is an undeniable feature of most of his stories (even as Watson mentions a number of failures among the detective's cases). e astounding success rate owes much to Holmes' brilliance, yet it is also the result of the determinacy of the world that surrounds him: reality turns out to be legible to a discerning enough mind. But that is not enough to keep the great detective going-instead, his successes are interspersed by regular bouts of lethargic depression. e outbursts of passionate energy when he performed the remarkable feats with which his name is associated were followed by reactions of lethargy during which he would lie about with his violin and his books, hardly moving save from the sofa to the table. (Doyle, 1981, p. 386) Also, Holmes' rational method is not as linear as it seems at a rst glance. is trait of Holmes' is a signi cant characteristic, central to the character and intricately bound with his method and outlook on the world; for it is the very transparency of the surrounding world we have just noted that causes Holmes the greatest discomfort. Devoid of the intellectual challenge of an unsolved case, he invariably descends into melancholy, depression, and drug abuse. Only the promise of inexplicability o ered by a fresh mystery can keep him is copy does not follow journal layout or page numbers. Originally published in Scandinavian Journal of Management from the cycle of self-destruction.

"My mind," he said, "rebels at stagnation. Give me problems, give me work, give me the most abstruse cryptogram or the most intricate analysis, and I am in my own proper atmosphere. I can dispense then with arti cial stimulants. But I abhor the dull routine of existence. I crave for mental exaltation.

at is why I have chosen my own particular profession, or rather created it, for I am the only one in the world." (ibid., p. 89-90) Holmes comes alive through unsolved mysteries, needing them to relieve the tedium of existence.

e promise of an unsolved case (or perhaps even of an insoluble case) is what caused him to become a consulting detective, and each solution he arrives at sends him back to the bleakness of a comprehensible world. Upon completion of one successful case, he explained why he was willing to partake in the investigation that o ered little hope of a material reward, and his disappointment at the unravelling of this diversion: "It saved me from ennui," he answered, yawning. "Alas! I already feel it closing in upon me. My life is spent in one long e ort to escape from the commonplaces of existence.

ese little problems help me to do so." (ibid., p. 190) Our own world rarely turns out to be as fully explicable as that of the great detective. While many managers have been, and indeed, still are, seeking for an ideal, perfect rationality of decisions, it is not a practically reachable aim, which an abundance of empirical research shows, beginning with the already mentioned studies of Herbert Simon and James March [START_REF] Simon | Organizations[END_REF][START_REF] March | A primer on decision making: How decisions happen[END_REF][START_REF] Cohen | A garbage can model of organizational choice[END_REF]. Time and many other practical factors turn managers' work into a much more intuitive pursuit than what has been proposed by Taylorists, indeed making prolonged decision making processes, aimed at perfect rationality -irrational from a practical point of view [START_REF] Brunsson | e irrationality of action and action rationality: Decisions, ideologies and organizational actions[END_REF][START_REF] Brunsson | e Consequences of decisionmaking[END_REF]. Much as the managerial rationality can be shown to be the creation, if not the fevered dream, of managerial theorists, so the distressing explicability of Sherlock Holmes' world can also be traced back to the detective himself. After all, we have already noted that he consciously chooses to limit his understanding in order to hone his detective skill, mirroring Paul Feyerabend's (1999) appraisal of the Western science, limiting the abundance of our surrounding world in order to promote its narrow goals.

ere are a number of facets to this process of selflimitation, and as we believe they are illustrative of corresponding processes in management theory, we would like to try and enumerate them. Firstly, we have already discussed how Holmes restricts his knowledge to the issues he deems relevant to his pursuits. Secondly, the detective limits his observation only to the aspects he deems relevant to the investigation. is is not immediately obvious, as the details the detective deems important might not strike the casual observer (or reader) as immediately identi able as notable, thus leaving the impression that Holmes insists on accounting for every minute detail uncovered in his investigations. is is not the case; at one point he cautions Watson on what he believes is the proper way of presenting the encountered data, clearly highlighting the active role of the viewer as the active editor of reality (cf. [START_REF] Berger | About looking[END_REF]: Some facts should be suppressed, or, at least, a just sense of proportion should be observed in treating them. e only point in the case which deserved mention was the curious analytical reasoning from e ects to causes, by which I succeeded in unravelling it. (Doyle, 1981, p. 90) irdly, and perhaps the most importantly, the very choice of crime detection limits Sherlock Holmes to perceiving, and thus unravelling, only a particular (and not necessarily the most complex) strain of mystery. When in one of his black moods he craved for anything of interest, by anything of interest, Holmes meant anything of criminal interest.

ere was the news of a revolution, of a possible war, and of an impending change of government; but these did not come within the horizon of my companion. I could see nothing recorded in the shape of crime which was not commonplace and futile. Holmes groaned and resumed his restless meanderings (Doyle, 1981, p. 913).

ere is little reason to presume that criminal cases are particularly challenging to demystify. After all, Sherlock Holmes' equally astute civil servant brother, Mycroft, appears to nd su cient mental stimulation in dealing with the apparently non-criminal complexities of public governance. Indeed, as he has never been shown to su er from the mood swings or depression plaguing Sherlock, it might be that the more world of socio-political relations managed to provide su cient complexity to keep ennui at bay. On the other hand, Mycroft's obesity might be a sign is copy does not follow journal layout or page numbers. Originally published in Scandinavian Journal of Management that some psychological problems plagued the older brother as well. It is possible, then, that the world inhabited by Sherlock Holmes was explicable and rational only insofar as the detective chose to observe it as such.

at choice, while allowing for the showcasing of great analytical skill, simultaneously encased Holmes in the unbearable setting unable to o er su cient intellectual challenge to stimulate the genius mind.

is description echoes [START_REF] Freud | Civilization and its discontents[END_REF] notion of the unbearability of subjugation of the human psyche to the mores of the rational society (and while we have not encountered this particular comparison, parallels between Freud and Holmes have indeed been drawn by [START_REF] Shepherd | Sherlock Holmes and the case of Dr Freud[END_REF][START_REF] Ginzburg | Morelli, Freud, and Sherlock Holmes: Clues and scienti c method[END_REF], casting humans as the architects of their own su ering. is interpretation is further corroborated by two much more recent Holmes pastiches, both probing the limits of not just the detective's rationality but also, ultimately, his sanity. Nicholas [START_REF] Meyer | e seven per-cent solution[END_REF] e Seven Percent Solution (later lmed under the same title), postulates a nervous breakdown on part of the detective, brought about by the cumulative strain of overwork and cocaine addiction. is culminates in a rising obsession with the otherwise innocent mathematics teacher, professor Moriarty, and leads to long recuperation overseen by none other than Sigmund Freud (covered up by spurious stories concocted by Watson to disguise the detective's absence). Jeremy Paul's (1996) play e Secret of Sherlock Holmes suggests Moriarty as the detective's alter-ego, accusing Holmes of perpetrating the very crimes he later sought to uncover.

e resulting picture appears rather bleak, with Holmes as the creator of the insu erable rational world, and managers compelled to at last declare a belief in the impossible and perhaps harmful ideal of rationality.

e lecture of detective, and indeed, managerial narratives allows us, however, yet another position we can consider, as neither Holmes' narrow focus nor his horror of complete knowledge necessarily mirror the experience of the reader. Kissane and Kissane (1963, p. 360) describe one of the novels featuring the detective, e Hound of the Baskervilles, as a ritual of reason, "the comforting drama of reason asserting its power in a natural world to which it is perfectly attuned."

is is what Barbara Czarniawska and Carl Rhodes (2006) term a strong plot, an idea from popular culture which, through its popularity and persuasive power is able to in uence social practice, including management practice. We strongly agree with that observation, although in our opinion the word plot needlessly prioritizes narrative structure rather than ideas embedded in the text. But this reading is not the only one available for the story: Pierre [START_REF] Bayard | Sherlock Holmes was wrong: Reopening the case of the hound of Baskervilles (L'a aire du Chien des Baskerville)[END_REF], considering only the evidence already provided in Arthur Conan Doyle's text, argues that Holmes' solution was completely mistaken, the titular dog was not the instrument of crime and its owner not the bloodthirsty murderer divined by the detective.

Conclusions: Lessons for managers from Sherlock Holmes' imaginative rationality

What, then, can management learn from the extended, narrative presentation of the pursuit of rationality and, in particular, from studying the account of Holmes' pursuit? e answer, as we hope to have demonstrated, lies in presenting its strong links with imagination. We have already presented Gareth Morgan's (1993) view, that imagination is highly desirable for managers and organizational participants. For Morgan, its most prominent use is in creating extended metaphors that help one make cognitive leaps through creating new context for managerial problems. is may bring awareness and an openness to genuine change and help managers to avoid the pitfalls of stereotypical thinking as well as extend their readiness to embrace responsibility. It is also an exquisite tool for learning. Organizations would bene t much from a more extensive use of imagination. Imagination can also empower individuals and make them more intellectually courageous to deal with organizations.

anks to Morgan's (1986) evocative image, we often picture organizations as elephants. We propose to imagine them as dragons -enigmatic, dangerous, mythical beasts that can be approached only by those of us who are not afraid to face them. In other words, imagination can, we believe, be useful for individual human actors, managers, participants and stakeholders who want to grasp the complicated patterns of information of the organizing processes and unveil the integration of what Gregory Bateson calls ecosystems (1979). It is thus one of the organizational "steps to the ecology of mind" [START_REF] Bateson | Steps to an ecology of mind[END_REF].

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But imagination needs to be coupled to more traditional modes of sensemaking, most notably the rational mode of thinking espoused by the prevalent management discourse.

is requires a more nuanced understanding of rationality than the linear, reductionist view.

is is where we believe studying the conduct of Sherlock Holmes turns out to be particularly useful. As we hope to have shown, the detective's rationality is far from straightforward and uni-dimensional, even though it seems to be preoccupied with a desire to reach reductionist ideals of "pure reason". Yet Holmes' reasoning is never pure in terms of its ends: it always serves to facilitate acting, and his method is, at heart, a pragmatic approach as envisioned by [START_REF] Peirce | Philosophical writings of Peirce[END_REF]: the detective's knowledge and understanding of the world is con ned to the spheres of his action: the detection (and, sometimes, prevention) of crime. Moreover, embedded as it is within the rich narrative of the stories, the reductionist streak of Holmesian rationality can be seen as the source of terror for the mind faced with the disenchantment of the world [START_REF] Weber | e sociology of religion[END_REF], as a comforting ritual (pronounced as true with utmost nality and yet available for later reinterpretations and misreadings), and as a proposed interpretation that need not lay any claim to universality. As we have shown, this complex rational process embraces all the time a strong element of imagination. It is this ambivalence and complexity, coupled with extreme popularity that makes the Holmes canon a useful resource for investigating the role rationality plays in genres beyond the detective story -in our case, those of management. [START_REF] Poe | Eureka: A prose poem[END_REF], whose work spanned a dizzying array of genres, insisted on the importance of imagination for any process of inquiry, scienti c or artistic, and accordingly described Dupin as a person characterized by "the wild fervor, and the vivid freshness of his imagination" (Poe, 1982, p. 143). Similarly, the more incisive studies of managerial competence, while often retaining the commitment to rationality, do not hail it as the solution to all problems and certainly tend to describe it as a complex process.

e dark side of Holmesian rationality drives the hero to the use of narcotics and so often makes him waver on the brink of depression. is makes yet another proof that Holmes' mind in non-linear: what is unidimensional does not cast a shadow. Indeed, the dark tendencies we nd in Holmes, are the consequences of a vivid imagination, supporting reductionist reasoning processes: the need for complication, making unexpected connections, the relentless quest for intellectual stimulation. We propose Holmes, an admirable and heroic gure undercut by reductionist views and destructive impulses as an exemplar of the promise as well as the threat of rational management and of extending rationality with imagination, both as a re ection of the ongoing debates and as an inspiration for further inquiries.

Holmes thus embodies, in our argument, the joining of the rational and the imaginative, complete with paradoxes and inconsistencies embedded in both ideas. e product of this union, what we call here the extended Holmesian rationality, can be seen as a powerful, creative and constructive way of organizational thinking, in line with [START_REF] Bateson | Steps to an ecology of mind[END_REF]1979) ideas about the ecology of mind. Bateson argued that contemporary philosophy is concentrated on purpose and means.

is way of conceiving of the world, which we recognize in the reductionist managerialist theories and models, many of which are in use up to this date, contributes to the creating and upholding of an unbalanced system in society as in nature. Reductionist thinking creates a urge to control, and an illusion that it can be ful lled. Management becomes an autocratic rule aimed at changing the organization and the environment to t to the plans and predetermined aims. is puts the ecosystem, broadly understood to include both nature and human culture, out of balance and makes dependency and competition the only working regulators. However, there are many natural ows and regulators within the system that could be used to manage in accord with them. Instead of forcing the actors and resources to cooperate, a management more aware of the complexities of the ecosystem could use what is already present in the system. e system does not work in a linear way and to control it, one needs humility, based on the recognition that consciousness and reason alone cannot provide all the answers. A unity of reason, traditional managerial rationality and imagination -or what we call extended Holmesian rationality can provide what [START_REF] Bateson | Steps to an ecology of mind[END_REF] saw as complete knowledge needed for the management of complex organizations. As the example of Holmes shows, this rationality is not devoid of its aws and shadows, but we do not believe in a shadowless world

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