Getting Effective Control

Stronger & Weaker Instruments

The effectiveness of any instrument, strong or weak, in fulfilling its rationale depends on:

• the exercise of personal influence
  bolstered to a greater or lesser degree by
  ● a specifically assigned authority.
  

The internal structure is relevant in that personal influence depends in each case on the proper use of the two Levels.

• the upperLevel must be handled formally i.e. in accord with what is explicit and official, aligned with policy or procedural requirements or otherwise determined as a management decision.
  Formality creates a recognizable social role.
• the lower level must be handled deliberately i.e. being considered, explicit, firm and positive in whatever is decided and done.
  Being deliberate injects focused intention into action.

This review of the internal structure of the instruments of control/influence generates some simple questions:

• Why isn't the stronger form always used?
• Why are some instruments more popular than others?

The answer in most cases comes down to the required personal mentality (i.e. a THEE identity), something that can neither be counterfeited nor commanded—nor, for most people, developed.

See the structure by toggle-clicking here.

Rationales, Instruments & Identity Issues

■ Handling Work-Flow : CG2¹

«Handling Work-Flow»	Internal Structure
Function	To take all necessary action to keep the organization running properly.
Stronger form: Management	The manager is an achiever, who: Formally accepts accountability (CL2) for the performance of subordinates so as to deliver outcomes within their assigned area & Deliberately takes action (CL1) in a dynamic fashion that adapts and adjusts to reach desired objectives.
Weaker form: Administration	The administrator is an organizer or bureaucrat, who: Formally accepts accountability (CL2) for the duties of the office held &  Deliberately takes action (CL1) in a procedural way.
Causes of Failure	Fuzzy roles, foggy authority, confused hierarchies.

Why is management so hard?

It is actually line-management that is so hard. Not everyone is willing or able to carry this responsibility. The reason is that the necessary attitudes, relationships and activities touch on personal identity. Read more.

■ Resolving Problems: CG2²

«Resolving Problems»	Internal Structure
Function	To clear evident disruptions to the efficient flow of work.
Stronger form: Trouble-shooting	The troubleshooter is a rescuer, who: Formally grips issues (CL3) that cross organizational boundaries &/or are politically sensitive & Deliberately accepts accountability (CL2) for resolution and a satisfactory overall outcome.
Weaker form: Supervision	The supervisor is a fall-back, who: Formally grips issues (CL3) that arise in an assigned zone of work &  Deliberately accepts accountability (CL2) confined to the role and within the remit.
Causes of Failure	Wilfully ignoring, turning a blind eye, displacing the aggravation or using work-arounds.

Why is troubleshooting so hard?

Troubleshooting requires inquiring that is not completely natural to action-oriented executives. But the big difficulty is that any troublesome issue is typically a system of inter-connected problems. As a result, it demands holistic (or systems) inquiry, and this approach touches on personal identity. Read more.

■ Making Progress: CG2³

«Making Progress»	Internal Structure
Function	To organize, enthuse and enable a relevant group to pursue specific goals
Stronger form: Leadership	The leader, invested with charisma: Formally sets directions (CL4) in a way that others willingly follow & Deliberately grips issues (CL3) so as to personally ensure obstacles are overcome and progress is made.
Weaker form: Coordination	The coordinator is a chairman i.e. first among equals, who: Formally sets directions (CL4) as the convenor &/or chairperson and guide for the group &  Deliberately grips issues (CL3) that the group is expected to handle as best it can.
Causes of Failure	Chaotic organization, weak strategic direction and continuous unresolved crises.

Why is leadership so hard?

It is assumed that everybody can be a leader by acquiring necessary skills. Perhaps so. However, to make progress, leadership demands both a mastery of the situation (difficult) and an ability to handle people (even more difficult). These abilities touch on identity issues. Read more.

■ Structuring Process: CG2⁴

«Structuring Process»	Internal Structure
Function	To enable the controlled definition and implementation of a necessary change.
Stronger form: Project-management	The project manager tackles complexity, and so: Formally uses information (CL5) before, during and after the project in a disciplined way & Deliberately sets directions (CL4) in detail for all relevant objectives: steering the project to handle obstacles, control resources and meet milestones, so as to deliver the change within budget.
Weaker form: Planning	The planner works in well-understood, well-structured, stable situations and therefore: Formally uses information (CL5) to ensure realistic project goals and task specification. &  Deliberately sets directions (CL4) in the form of logical and prioritized steps to produce the desired outcome.
Causes of Failure	Not adjusting plans to emerging realities, and failing to involve those affected.

Why is Project Management so hard yet recommended?

Project management is powerful. As a systematic approach to management, it touches on identity, and requires a number of identity-defining abilities. Because using it well often requires highly paid assistance from expert consultants, they naturally recommend it. Read more.

■ Shaping Behaviour: CG2⁵

«Shaping Behaviour»	Internal Structure
Function	To reinforce what is desired and discourage what is unacceptable in work.
Stronger form: Reward & Punishment	The reward-punishment pair are direct conditioners of behaviour of everyone, as well as the person directly affected. That means: Formally channeling aspirations (CL6) for the benefit of the organization by offering visible signs of approval/disapproval & Deliberately using information (CL5) to shape attitudes and condition behaviours of many, not just the individual targeted.
Weaker form: Praise & Criticism	The praise-criticism pair are educational and somewhat indirect in their effects. That means: Formally channeling aspirations (CL6) within a particular role using words alone, often privately or in a small group. &  Deliberately using information (CL5) to provide details that justify the comments.
Causes of Failure	Excessive personalized attacks/abuse or unfocused expressions of value. Cultural inhibitions or prohibitions in regard to either the negative (criticism and punishment) or the positive (praise and reward) aspects.

Why is reward-punishment so popular?

This is the «carrot-and-stick» theory: widely despised, almost hated, by the quasi-academic consulting industry. It is popular because it seems so easy and it works. However, it is problematic because it poses an ethical challenge. Read more.

■ Inducing Compliance: CG2⁶

«Inducing Compliance»	Internal Structure
Function	To ensure the other(s) understand the nature of the situation and their part within it.
Stronger form: Imposition	Imposition is definitive, and seeks to: Formally evolve mindsets (CL7) towards an acceptance of a contested situation or controversial choice & Deliberately channel aspirations (CL6) to connect with and support what is proposed.
Weaker form: Promises	Promising is ringed by uncertainty, and seeks to: Formally evolve mindsets (CL7) that promote a specific action, choice or outcome of benefit to the promisee. &  Deliberately channel aspirations (CL6) to fit with the personal wishes of the recipient.
Causes of Failure	Often communicated poorly. Power-centred domination of staff or pragmatic manipulation to get cooperation and obedience.

Why is promising and imposing so popular?

These two courses of action seem so easy. However, their effectiveness depends on the credibility and the status of the person exerting authority, and also on the way language is used—which is an identity-dependent feature. Read more.

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Have you noticed that these instruments of authority have a particular vulnerability?

• If not, read more.

  OR

• Move on to consider how to deliver results that count.

Originally posted: 20-Oct-2011