Structuralist Decision-Making: PH'1L6

This approach is a mechanism to ensure that all necessary decisions will be responsibly taken. The approach clarifies who will make decisions, what the scope and authority of those decisions are, and how decisions will be carried out.

When the who, what and how are defined in great detail, the approach would be better termed: Proceduralist.

ClosedAlternate Names

THEE's levels of work-responsibility, first described by Wilfred Brown and Elliott Jaques, provide the underlying framework for effective and fair structuralist decision-making, and hence the necessary principles to design organizational hierarchies.

Dr. S can't be serious. Systems thinking is so ridiculously complex that even ivory-tower academics mostly ignore it. And Mr. P, Miss R, Mr. E and Ms D. wish to impose their views on others. Let me bring everyone down to earth again: good decisions depend on managers having both autonomy and control. So achievement in real life is very simple.

You just get the right person for the job, make them accountable, give them the authority and resources they need, and let them get on with it. They will work out for themselves whether they need plans or information, and whether they should act on gut feel or compromise. All you have to do is ensure that roles and responsibilities are absolutely clear, and that essential procedures and rules are known to all. Everything will then run smoothly.

Decision Process & Typical Terminology

Note: The schema is artificial. Typical structuralist language is highlighted.

Conceptual Stage Structuralist Handling of Action
Start
 Respond to a disruption or dysfunction, by identifying a structural failure and establish authoritatively that it should be dealt with.
Explore Sanction review of organization and procedures: i.e., terms of reference, roles, personnel, task, structures, conventions &c.
Develop Possibilities [Explore for possible blockages and ways around these.]
Resolve Assign responsibilities to a post-holder.
Reiterate Specify and assign specific tasks and sub-tasks.
Implement Issue instructions and lead by coordinating task execution.
Review Monitor task execution via reporting mechanisms. Appraise personnel performance, capability and potential against authority structures. Check that all systems function smoothly and efficiently.
Handle Failure Reassess workflow, tasks, roles, posts and personnel needs; reassign responsibilities; restructure tasks, procedures, meetings.

ClosedReminder of the Schema Principles

  1. Start — based on some impulse or impetus to act.
  2. Explore — inquiry or further examination of the issue.
  3. Develop Possibilities — discover and consider alternative courses of action.
  4. Resolve — the moment of decision: based on applying value.
  5. Reiterate — often a more detailed repeat of some (even all) earlier phases.
  6. Implement — actions that put the resolution into practice.
  7. Review — inquiry that occurs during action and afterwards.
  8. Handle Failure — the usual way to overcome failure.

Next step:

► Test yourself and read more on Structuralist decision-making.
► Continue to the Imaginist approach.
► Return to the Summary Table.

Originally posted: 3-Apr-2011