The Common Ground of Shared Responsibility

Creating an effective business structure is a very difficult proposition. I am not talking about a business or marketing plan. I referring to how a business is structured so that it functions well. 3Cs of Alignment - image

As you know, I look at this challenge through the lens of the Circle of Impact. My sense is that we need to foster alignment between the three dimensions of leadership - Ideas, Relationships and Structure. We do this by focusing on the conditions that create effective Communication, Collaboration and Coordination.

For me this is a baseline from which all organizations need to begin. What happens beyond that is a change in the function of each of the dimensions.

Communication ceases to be a major problem; your message gets out; and work related issues seemed to be less intractable.

Collaboration grows, new ideas emerge from the improvement of relationships, and the organization needs to change to accomodate a higher level of engagement and initiative by people.

Coordination, though, lags in improvement across departments, remote sites, and programs. The reason is that the system of organizaiton is always the last to change. It has the highest resistance to adapting to changing circumstances.  As a result, the optimism that initially rose as communication and collaboration grew also begins to lag. 

After a few months or years, a growing impression of either being at a plateau or in Transition Pointdecline begins to be discussed openly.  Whether rightly or wrongly, the perception that the organization has reached a Transition Point begins to take hold.

In reflection, we can see that the easiest things to change, did.  New, fresh, inspiring ideas infused new confidence and motivation in people, impacting how they communicated and collaborated together. This is what is happening in many organizations.

The jump from one inspiring idea to the next ends up artificially propping up the emotional commitment of people to the company and their relationships together.This is not sustainable.

The resistance of the organization's structure to change remains the primary obstacle to a well functioning, fully aligned organization.

The distance and disconnect that employees have from the mission and outcome of the business is the most basic identifying mark of a structure out of alignment. Indifference that people have to their workplace grows.  The desire to be left alone to do their job so they can get on to what really matters in their life becomes the defacto attitude of the workforce. In effect, there is no emotional access point for them to invest their whole selves in the work they do.

When this scenario is widely experienced in a company, inspiring ideas and motivational team building programs don't have a lasting impact. The problem is a structural or systems one. Issues of communication and collaboration are symptoms of the problem. 

Assumptions about the Product of an Effective Organizational Structure

As I analyze organizations during various projects, I'm looking for various intangilbes that matter. Let's call them assumptions about what an organizational system should produce.

1.  Initiative by employees measured by higher rates of engagement and contribution. 

2. Interaction by employees that is open and collaborative and that transcends organizational barriers to achieve higher levels of efficiency and impact.

3. Impact awareness by employees who can express their own contribution to the organization's impact as a change that is a difference that matters.

These assumptions are difficult to measure, yet relatively easy to see.

Their performance is more evident when they are missing. People not taking initiative. When there is little interaction between people from different parts of the organization. When employees show little appreciation for the organization's mission and impact. 

The question that many of us then have is how to do we redesign our organizational structures so that we realize a higher level of initiative, interaction and impact.

One way to address this issue is through strategic organizational redesign to creates an environment of Shared Responsibility.

Shared Responsibility

Every organization has a responsibility or accountability structure. In older, traditional hierarchical systems, Responsibility resides in varying degrees throughout the organization, but not accountability, which is top down. Shared Responsibility
A shared responsibility structure creates a shared space of mutual, collaborative, coordinated accountability. This illustration shows an organization where management, staff and the board of directors have a common ground of shared responsibility.  The shared space is common ground because the expectation is that each person engaged in this space has an opportunity to contribute out of their own talent, knowledge and expertise within the strictures of their position and role in the organization.

For example, while some members of the management team would not ordinarily work along side of members of the Board of Directors, in this scheme they would because the structure is is organized to provide a shared space of contribution for impact. This approach lowers the organizational barriers that typically make it hard to create a common ground for work.

The purpose of this structure is not order or standardization, but alignment of the functions of communication, collaboration and coordination for the purpose of impact. It is the mission of the organization, not the structure, which drives the change in structure. RK- Org Design

This approach is currently being developed for an international non-profit organization whose constituents are in all 50 states and 20 countries globally.  The board is small in number; is highly active in collaboration with the staff; and works with a large number of advisors and supporters from around the world who contribute  according to their ability.

This organization's aim to create an environment where participation is not boring or disconnected from its mission, but is marked by personal initiative, collaborative interaction, and an organization environment each person has the opportunity to make a difference.

The way an organizational design of this sort works is when the Connecting Ideas of purpose, mission, values, vision and impact are well defined and aligned within the structure, and the leadership of the organization serves as a faciliator of interaction and contribution. Because the organizational structure is a shared space for collaboration, the barriers for constituents to lead through their talent and abilities are low, producing a more highly engagement staff and board.

This kind of structure and leadership must be intentionally designed and developed.  This is not a radical departure from the past, but at the same time, it is also not a logical step forward for most of the legacy structures that exist today.

This approach fosters a shared leadership of responsibility. Leadership from this perspetive is the impact or influence that is the result of the personal initiative take to create impact. When the senior leadership of an organization understands that this is where the future of organizations lays, it requires a change in their own leadership approach.

The Ultimate Question

Can legacy organizational structures change to this model of shared responsibility? 

I believe it can. The pathway to this approach is in appreciating the importance of the relationship dimension for the creation of the strength and impact of an organization.  From that perspective barriers to interaction and collaboration lower or are removed, enabling people to become more engaged with the purpose and mission of the organization, and to do so in relationship with other members of their organizational community.

A Conversation about Constant Change - 3

Here is my response to Steven Devijver's questions (below) author of the free ebook, The Strategy of Constant Change

Q1: You’re this amazing guy with a really special view on leadership and human relationships. What’s your view then - with all this background - on the three human universals? I ask this because you’ve only just recently written on your blog about The Golden Rule. I would like to understand why you think these tree human universals are novel.

Steven, I'm not sure that these universals are novel. I think your identification of them is insightful. They are what I observe in my dealings with people. They want to be treated with respect, kindness and given the opportunity to grow. Yet, at the same time, as people, we make mistakes.

There are two aspects of this worth identifying. There are mistakes that come from a lack of knowledge or ability. These can be corrected by instruction and training. The other kind of mistakes are ones of character.  These are more serious because they are not so easily subject to being changed by training, but by disciplined action. If what I say sounds like Aristotle, you'd be correct. I believe of all the ancient philosophers, his perspective on how we are to live is the closest to what people raised within an institutional context need today.  The parallel insight is of the management philosophers (Say and Schumpeter, especially) of the past couple hundred years who described entrepreneurialism in similar ways. From Aristotle through to Peter Drucker, the virtuous, happy person is the one who acts and creates new things.

I see in your identification of these human universals an ancient truth that is emerging in discussions about organizations and institutions in our day. I point most specifically to my good friend Tom Morris who has been writing and speaking on the value of ancient wisdom in the context of modern corporate institutions for almost twenty years. His perspective informs much of my own.

To be human is to create, and this comes from action, from taking initiative to transform abstract ideas into concrete realities. I believe that this is why God made us, and is God's most indelible mark upon us.

Q2: You mention the human point-of-view on organizational change. How important are human beings and relationships in organizations according to you, and what else should we pay attention to to help organizations thrive?

What I wrote above is about the individual person. Every person, however, exists within a social context, or, rather, many social contexts. There is our family, our neighborhood, our associations whether they are religous, political, or interest based, and then, of course, our work context. What I find is that social organization leads in one direction without intentional human intervention. I find that most organizations grow towards minimizing ambiguity, resist change, exclude outside influence, and become uniform,closed systems of relationships that squeeze out human initiative in favor of social compliance. One of the unintended consequences of universal education is to remove human initiative in favor of comformity. We treat education as a management exercise where efficiency is valued over effectiveness. This is true in every institution that I have had contact with during my lifetime. I do not think that this is intentional, but rather a logical result of how we think.

We think like managers who do not own the work we do. We simply have organzed our lives around the performance of certain activities. Ask people what their purpose is, and rarely does it have anything to do with the work they perform. We think like managers instead of as leaders because we have been taught to work within an institutional environment. I heard yesterday that a million people have lost their jobs in the United States over the past year. Those businesses that lost those people are now more efficient, but are they more effective. Are they capable of taking advantage of opportunities that still exist? I don't think so. Now, imagine, all those million people starting new businesses. Imagine the creative energy that will be released into world as a result.

From my perspective, I see a need to reconceptualize not only what it means to live an authentic, happy, virtuous human life, but also what this means within a social and insititutional environment. As a result, I'm interested in the nature of human relationships. Let me give one example of what I see.

Over the past decade there has been an explosion in the level of social interaction that takes place on line. You and I met through our involvement in the Triiibes online social network. I see in the growth of social media an expression of the basic human need for companionship.  However, I don't see all this social interaction as necessarily their purpose. Instead, taking my lead from Aristotle, I believe that our human interaction should lead to collaborative human action. Through these social media tools, we should be forming relationships where we work together to achieve some impact. If all they are is a place to talk, they will not be sustainable. They will degenerate into a narrow clique built around a few strong, influential voices, and a circle of people who compliantly go along. It is a picture of all social institutions in microcosim.

What is the solution? I return to Aristotle and entrepreneurism. We must become virtuous people who act to create new ways of meeting needs and opportunities. My personal responsibility is to be a person that others can trust. This trust is built upon not only personal integrity, but openness, honesty, humility and the recognition that we each have a role to play within every social context. Sometimes it is to lead, others times to follow, some moments to give and others to receive.  It is from this philosophical perspective that was born my Johnny Bunko 7th lesson - Say Thanks, Every Day. Giving thanks in this perspective is an act of creative openness that affirms the connection that exists between us.

Q3: What’s your view of change is bad, and should be avoided?

I don't see change as either bad or good. I simply see it as the context of how we live. Every change has within it some good that can be identified. For example, suffering is a kind of change. We can view suffering as something to be avoided or we can see in it the opportunity to gain strength.  We have a choice in how we deal with change. We either see it as an opportunity or as an inconvenience. The choice we make determines whether we will find happiness.

We need to develop our capacity to adapt to change. Returning to Aristotle, I believe that this is what he writes about as becoming habituated to doing virtuous acts.

Okay, my next question for you.

Q. Why is it important for human beings to experience discovery? How can we do this on a daily basis? And how do businesses and organizations develop ways to discover?

Quick Takes: Measuring the Impact of "Soft Skills"

Dan McCarthy writes on an important topic that those of us in the leadership development world need to address - measuring the impact of "soft skills."

... if you’re trying to improve these skills, how to you know if you have or haven’t? And if you have, what’s the impact?

That’s a question the training industry has been struggling with since the early cavemen were teaching fire-starting and wooly mammoth hunting techniques. There have been stacks of books and research that address that topic, and quite frankly, I think it’s something we in the training industry obsess about too much. I suspect a lot of training measurement activity is self-serving, and if we were doing a good job, line executives wouldn’t really care. Think about it ...

The problem isn't the program directly. Training and development programs are liking planning projects. They are the sort of thing that leaders and managers think should be done.  They may not be exactly sure why. As a result, the focus and the measures for the program are not clear enough.

It is analogous to the raising of children. I'm basing this on thirty seven years involvement in a wide variety of programs focused on youth development.  Over the years, I've found parents who want the best for their children thinking that involvement in activities are the key. So they run them from piano practice to soccer practice to scouts, and then home for school work, with the notion that their child is gaining something from the experience. What is missing is a clear goal for the activity.  As a result, the activity becomes mere busy-ness, and whatever beneficial effect of the activity is quickly lost with the next activity.

The same is true for programs that develop "soft skills."  It has to be more than an HR activity. The program needs to be tied to clear business goals. 

This is why I emphasize "impact" over "results" with my clients. By impact I mean the capacity to create change or make a difference. A difference that is measurable and tangible.  To put another way, if your program isn't creating change, then you have a compartmentalize context where each program functions within its own world of self-importance. The "soft skills" lose out in this case because they are not tied to business goals.

For example,  what if an analysis showed that you needed to be more collaborative as a company. Collaboration is a "soft skill" founded on the ability to interact with people.  There are many skills that contribute to collaboration that could be a part of the program.  Here's the problem. Unless the development of collaboration is done within the context of the processes of the business, the benefit remains an abstract one without the level of impact needed.  The difference has not been made, and as result soft skills are seen as irrelevant to meeting business goals.

Bottom line - "soft skills" development that are not tied to business goals are activities without a sufficient purpose. 

The challenge for us in the leadership development world is to understand the nature of the business goals and craft our training and consulting to address those issues. We must be solution providers, not just activity organizers.