Dysfunction in Organizations

The Centres are domains of choices that demand work by all in the organization, according to their accountability. If this work is not done and choices are not made, then the capability for organizational achievement is weakened.

This page explores the likely effects of deficits, starting from the top. In each case the effects of any Centre deficit will be transmitted along the channels connecting it to other Centres. A separate analysis could examine failures in each channel, or combinations of deficits.

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Deficit at CL7:

An organization either finds customers deserting in droves, or competitors are eating its lunch, or staff desert and recruitment becomes difficult—and everyone wonders what is going on. The problem will be traced to inappropriate values and wrong objectives, but there will also be a deleterious effect on aspirations and commitment.

Deficit at CL6:

Staff lack new ideas. Morale may be poor, or identification with the organization is weak. There is poor communication around what really matters. Challenges are left untouched. Weakness here can lead to a diffused focus on collecting and using information, lack of effective engagement with social forces, and unimaginative objectives and strategies.

Deficit at CL5:

Without proper handling of information, the organization is flying blind. Plans are likely to be unrealistic and poorly evaluated. Disputes may be difficult to resolve. Personal anecdotal evidence may be allowed to over-ride clear evidence from analyses of corporate data—perhaps to justify resistance to changes.

Deficit at CL4:

Poor goal setting is disastrous and only likely to occur in monopolies and governmental bodies where change and dynamism is either not desired or not needed. Lack of shared values may be less problematic because people tend to either adopt values of their social context or look for a new more congenial environment.

Deficit at CL3:

Inability to resolve disputes has the potential to bring the organization to a halt. Disputes can also distort values and objectives and disrupt the accountability structure.

Deficit at CL2:

Failure to ensure that all work and responsibilities in the organization are accounted for by particular roles generates a range of consequences e.g. gaps lead to sudden crises when that work matters; poor reporting relationships mean that incompetence or malfeasance goes unnoticed; activities may get duplicated or become chaotic; disputes persist and fester; and, although goals may be set for the organization, follow-through is weak, patchy, or non-existent.

Deficit at CL1

The inability to take necessary action promptly means things go wrong and disputes develop. If matters are not wholly out of hand, failure should be traced to whomever is accountable. Zooming in to take action to cure an evident deficit can completely confuse and disrupt agreed accountabilities.

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Originally posted: 29-Sep-2011