Comparing the Transitions
There are four sets of transitions that affect management. Each of these is characterized by a zone change.
Each transition generates distinctive expectations and requires a different type of leadership behaviour in accord with the cultural achievements to that point.
In each case the magnitude of the transition is far greater in Cycle-2 than Cycle-1—but, as a counter-balance, Cycle-2 can call on the strengths developed during Cycle-1.
Task Orientation and Outputs: X-Axis
Staff Self-discipline is characteristic of the red transitions:
■
&
■
They both require a move backwards along the X-axis from the achievement zone to the efficiency-assistance zones.
Given that staff see themselves as employed to do tasks and produce useful outputs, this is naturally psychologically difficult.
In Cycle 1, the leader provides the discipline and as the Chief/Boss simply removes those who cannot or will not spontaneously conform. In Cycle 2, by contrast, it can be reasonably expected that staff will be more self-disciplined.
Determined Leadership is characteristic of the :
&
They both expect staff to increase their orientation to organizational achievement and move along the X-axis from the assistance-efficiency zones to the achievement zone.
Given that only top management, sometimes only the CEO, actually knows what is required and feels responsible for achieving it, leaders at all levels must explain, cajole, persuade, influence, educate and evaluate staff to ensure both transitions.
Person Orientation and Relationships: Y-Axis
Staff Self-affirmation is characteristic of the
■Structuralist → Dialectic
&
■Empiricist → Imaginist
They both enable staff to engage more as people within the organization and so move up the Y-axis .
Although attending to people can be psychologically stressful, in Cycle 1 all that is required is affirmation of group values and membership. In Cycle 2, self-affirmation is the requirement, and the leaders' role here is primarily as an enabler of what should feel reasonably natural for many or most staff.
Spontaneity is characteristic of the violet transitions:
■Rationalist → Pragmatic Opportunist
&
■Systemicist → Pragmatic Dynamism
They enable staff to act more freely within the organization. Moving down the Y-axis should happen automatically.
Minimal leadership drive is required because the move is to an already activated and established set of values,
In this Review: see notes on leading cultural development, and FAQ's from managers.
The next framework in this set, generating organizational achievement, is derived from this one.
Originally posted: 17-Jun-2011