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The Prevailing View of Organisations Professor Bill Critchey

The Prevailing View of Organisations Professor Bill Critchey. Tendency to focus mainly on: - Structure - Roles and Responsibilities - Reporting relationships - Power and hierarchy - Efficient procedures. Underlying Metaphor:. Organisations as ‘Machine’

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The Prevailing View of Organisations Professor Bill Critchey

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  1. The Prevailing View of OrganisationsProfessor Bill Critchey Tendency to focus mainly on: - Structure - Roles and Responsibilities - Reporting relationships - Power and hierarchy - Efficient procedures

  2. Underlying Metaphor: • Organisations as ‘Machine’ • Cybernetics has major influence - ‘control’ ‘variance analysis’ • Plus a liberal sprinkling of military thinking dependence on authority‘strategy’, ‘cohorts’, ‘leading from the front’ etcheroic model of leadership

  3. Our Perspective on Organisations • Organisations are complex social processes • Not things, or fixed entities, but processes of organising • Main currency of organisations is conversation, relationship • Quality of organisation depends on quality of relations, connectivity

  4. Characteristics of Complex Processes • Dynamic , non-linear • Inherently unpredictable in the long run • Self-organising and emergent • Patterns of interaction • Simultaneous stability and instability ‘on the edge’

  5. Extra - ordinary mgt • - creates conditions which foster innovation + renewal increase flow of information • fosters connectivity • promotes diversity • reduces power differentials Far from agreement • Ordinary management • creates minimalist structure • effective procedures to support our business processes • effective ‘performance mgt’ • manages the money Near to agreement Near to Far from Certainty Certainty

  6. to establish and operate effective formal/legitimate processes define roles and jobs set up and manage appropriate procedures for information distribution and decision making manage performance play in the informal process network state intentions and foster inquiry promote ‘strategic’ conversation encourage connectivity foster initiative articulate constraints challenge norms, habits and routines So leaders have two roles:

  7. Leading Change • Work with the informal processes/engage in MBWA • Focus on what is emerging in the present • Be less interested in past causes or future visions • Foster initiatives • Support experimentation • Challenge habits + ‘taken for granted’ • Encourage and support contention with formal system • Promote ‘inquiry’ into where change is happening

  8. Stable Stability Explosive + Phase Instability Instability Bounded Instability

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