"Most people associate command and control leadership with the military"
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“Most people associate command and control leadership with the military” works like a polite throat-clear before Wheatley does something more disruptive: she separates a style of power from the institution we reflexively blame for it. The phrasing is almost deceptively mild. “Most people” signals she’s not accusing you; she’s naming a cultural reflex. “Associate” frames the link as mental habit, not fact. Then she drops the loaded pairing - “command and control” - a managerial ideology that has seeped so far into corporate life that it often masquerades as mere professionalism.
The intent is corrective. Wheatley is pushing against a convenient scapegoat: if command-and-control is “military,” then businesses, schools, hospitals, and governments can pretend their own hierarchies are neutral, inevitable, even meritocratic. Her subtext is that the real story is diffusion. Modern organizations imported the aesthetics of military certainty (clear ranks, compliance, metrics) without the military’s explicit acknowledgment that these tools are designed for crisis, not creativity or care.
Context matters: Wheatley’s work emerged as late-20th-century management culture doubled down on systems, efficiency, and “best practices,” often flattening human complexity into dashboards. By foregrounding the stereotype, she primes the reader to ask the uncomfortable follow-up: if we’re surrounded by command-and-control, why do we keep treating it as an emergency-only posture? The line isn’t anti-military so much as anti-alibi. It exposes how quickly we outsource responsibility for our own organizational habits - and how eager we are to confuse order with wisdom.
The intent is corrective. Wheatley is pushing against a convenient scapegoat: if command-and-control is “military,” then businesses, schools, hospitals, and governments can pretend their own hierarchies are neutral, inevitable, even meritocratic. Her subtext is that the real story is diffusion. Modern organizations imported the aesthetics of military certainty (clear ranks, compliance, metrics) without the military’s explicit acknowledgment that these tools are designed for crisis, not creativity or care.
Context matters: Wheatley’s work emerged as late-20th-century management culture doubled down on systems, efficiency, and “best practices,” often flattening human complexity into dashboards. By foregrounding the stereotype, she primes the reader to ask the uncomfortable follow-up: if we’re surrounded by command-and-control, why do we keep treating it as an emergency-only posture? The line isn’t anti-military so much as anti-alibi. It exposes how quickly we outsource responsibility for our own organizational habits - and how eager we are to confuse order with wisdom.
Quote Details
| Topic | Leadership |
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