In the previous chapter, I discussed some of the revelatory work arising from the medical model in the generation that succeeded the founders of human relations. Those of us who arrived in the discipline in the 1940s, 1950s, and 1960s were lucky in many ways. We were able to learn directly from some of the founders, in particular Roethlisberger. And we had the good fortune to train younger colleagues eager to learn our approaches. Yet, as I’ll describe in Chapter 5, at the moment the medical model was reaching its most productive phase, there arose a concerted and, alas, successful effort to discredit and replace it with the supposedly greater rigor of quantitative methods borrowed from academic economics and sociology. HBS, however, ...
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