The Dilemma in Deciding
Only people make decisions. So organizations get their decisions made (and eventual achievement) by having people in posts or roles with definite and delimited expectations. As a result there is a constant tension arising from the pressures on any individual working within organizations.
► Am I thinking, deciding and acting in terms of myself and my role?
► Am I thinking, deciding and acting for the organization as a whole?
► Am I doing both at the same time?
The Individual Pole refers to:
■ personal interests, needs, ambitions, drives, preferences, qualifications, achievements and so on, that influence decision and action.
The Organization Pole refers to:
■ the organization's interests, structure, total staff complement, choices—and also includes shared or group values within the organization.
Overall, it may seem easy to assert: «both at the same time!», but life in an organization occurs decision by decision;
&
it is not at all obvious that every decision and every action always reflects both poles of the duality.
So we must now examine the ways in which an organization achieves, taking the analysis step by step and keeping this duality in mind.
The Frame of Reference alters Formulations
There is a general duality in all human systems, based on their wholes only existing because of their parts (i.e. persons):
● the part v the whole.
Taking the whole organization as the frame of reference, which the leadership must do, the duality can be variously described as:
● the individual v the organization (label used here), or
● the post v the structure, or
● the employee v the management
Taking the individual as the frame of reference, which every employee must do, then the description changes. Each employee will have personal preferences, interests and dispositions, and these may clash with demands of the situation &/or the accountability required in the role. So the duality can be described as:
● inner interests v outer obligations, or
● personal preferences v contractual duties
- Start exploring at the foundation of organizational life: the need for action.
Originally posted: 17-Sep-2011