Very much similar to people, organizations tend to have chronic diseases.
These diseases are a function of
- life cycle of the organization,
- CEO’s who have lead and founded the organization,
- domain in which the organization operates,
- degree of regulation,
- random factors that we do not understand.
The goal of this post is to illustrate some of the more frequent chronic diseases and suggest ways that OD can be harnessed to address (not cure) these ills.
Many of the chronic conditions listed below may appear in all organizations, yet only a constant recurrence of the same ailment make it chronic.
2-Chronic Diseases, Symptoms and Possible Causes
Symptoms-the organization is always preparing for a reorganization, implementing a reorganization, or after an unsuccessful reorg
Possible Causes– Incompetence, buying time, creating a cloud of uncertainly to enable blaming.
Example-K has a product that is no longer competitive, although they still have one legacy product which will make them money for decades. New technology initiatives are killed on arrival. The organizations has had 7 reorganizations in three years.
Symptoms– constant clarification of process, roles, responsibilities, charter and the constant pursuit of clarity as the ultimate elixir.
Possible Causes-a desire to define away complexity; inability to implement teamwork
Example-P has technical presales in Holland, Sales in each geography and Product Management in Texas. All 3 functions mistrust one another. They have been defining roles and responsibilities for 12 years.
Symptoms-measure everything, if possible on line
Possible Causes-mistrust, IT-gone-mad, efficiency as strategy
Example-C has been loosing 200,000 end users yearly for five years due to a change in regulation. Performance indicators of the service team have been updated 33 times in the 4 years “to find out why people are opting out” of the service.
Symptoms-constant window dressing and perfuming the pig to make things look better than they are, hiding and denial
Possible Causes: monopoly, government intervention, too much regulation, high level of media scrutiny
Example-a police force, loyal only to an elected official has been getting bad press for 8 years, due to racism, brutality and corruption, all which serve the mayor’s interest. Massive money is poured into internal communication and “image management”,
- Silo-ism (the ultimate chronic disease, like back pain)
Symptoms-lack of transparency, maximization of sub systems
Possible Causes: latent or overt fear of coup, need to allocate blame, paranoia at the top, divide and conquer as a religion. measurement system, poor staffing
Example-A functional organization lacks end to end ownership of client issues. A very dominant CEO (and his father) have maintained control by “divide and conquer”. The CEO complains of siloism, although he constantly ensures that his managers squabble about ownership issues. He fires one executive every 5-6 years.
3-Guidelines for the OD practitioner
In order to address an organizations chronic illness, there are certain precautions that OD practitioners much factor into their interventions. After all, there is no need to “amputate a lung” due to chronic asthma.
Here are few guidelines that may help you treat chronic illnesses properly:
- Understand the history of the organization
- Understand the latent function and ongoing secondary benefit of all dysfunction, and that will be decisive in understanding if the illness is chronic or not. For example, the benefit of process Nazism is to avoid dealing with trust issues.
- Set proper expectations, ie- mitigating the dysfunction, instead of curing it
- Less intense care spread over time, instead of an extensive effort to drive change
- Pain management, ie, adjustment to the pain
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