You have landed on the Man-in-the-Middle website. The phrase “Man in the Middle” (MitM) came into common use early in the industrial revolution. It had appeared in USA media by 1828 CE. Everyone who is a MitM, sophisticated or not, immediately knows when the MitM millstone has landed on his shoulders.

The “Head of Household” is an example of the MitM role in social affairs. He is held legally responsible for the behavior of his entire family in compliance with cultural norms. He is responsible for his family’s safety and welfare against the stream of life’s unforeseeable disturbances. For him, society accepts no excuses and his family accepts no excuses. His operationality reality gets more complicated every day by unfiltered advances in technology and a dysfunctional Establishment that meddles in his honest efforts to fulfill his role.

In tall hierarchies, there is another tier of MitMs, higher up in the ranks, called Middle Management. This layer gets all the government, academic, and media attention, Google returns with three billion hits, while the base MitM level is ignored as a factor. The library of descriptions of the situation surrounding the middle manager are identical to those faced by our frontline leader, keystone species, focus of this website. As will become clear as you learn, middle management has no possible remedy until the foreman level is operationally fixed.

The continuous organizational turmoil that exists in today’s organizations creates an environment that seems chaotic and out of control from the perspective of middle management. Accordingly, stress is rampant. Middle managers don’t climb the ladder into executive positions as often as in the past. Increasingly, executives are brought in from outside, so career paths for middle managers are often limited. HBR

The man in the middle gets abused top-down by his social overlords and takes flak, bottom-up,  from his crew, who complain about the irrational organizational behavior they encounter in trying to do their work. To the crewmember, his MitM is the organization.

Complimentary and opposite, Yin/Yang

Being caught in the vise, squeezed top-down by the head shed and pushed bottom-up by the irrational organizational behavior his reports encounter doing their assignments, leaves the MitM no choice but to shoulder his millstone as part technical and objective (material) and part social and psychological. During WWII the term sociotechnical came into wide use to label the unique MitM role, present in every hierarchy.

What we have developed and implemented in the field of sociotechnology is the capability to take a dysfunctional social system and transpose it, as is, into a flourishing collective. One side of this competency is technical, relating to the methods of goal-seeking and problem-solving. The other side is sociological, relating to the psychological components of trust, cooperation and collaboration, happiness and contentment.

The barn goes up in a day. How else but autonomous collaboration?

The brute reality of sociotechnology to the MitM is that if you’re inept at solving the problems streaming at you from the arriving future, the chances you can attain personal and social happiness are drastically reduced.

To learn more about how sociotechnology knowledge can benefit you, the next step involves a choice. You can get into your inalienable right to pursue happiness or get into enhancing your problem-solving skills. You can eventually have both but not at the outset.

While digesting your chosen next page,  you will discover that every aspect of the sociotechnical perspective is cognitively demanding. No one can learn this stuff for you. Maybe that’s why this sociotechnical “problem” grew for twelve thousand years.



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