Pursuing the Mission

The mission is provided and sustained at WL7. To pursue it, the organization needs a line-management spine ensuring that activities generate appropriate outputs within operations. The inter-Level accountability (previously described) is:

• Develop identity via control of both identity and policy
  i.e. WL7 ↔ WL6.
• Implement policy through changing strategies for operations
  i.e. WL6 ↔ WL5.
• Develop programs by ensuring management follows strategies
  i.e. WL5 ↔ WL4.
• Implement programs by using management to change operations
  i.e. WL4 ↔ WL3.
• Implement systems by operations control using supervision
  i.e. WL3 ↔ WL2
• Maintain outputs by supervision to handle workflow disruption
  i.e. WL2 ↔ WL1.

However, these phrases, correct as they are, fail to take account of the tension between the systematic and responsive ways of managing. With this dynamic now clarified, it is evident that all inter-Level interactions, except the lowest, involve at least two accountability channels because there are two Centres in at least one of the Levels.

These bi-directional accountability dynamics can now be explored, identified and named.

Identity Development: WL7 ↔ WL6

The mission and other identity-based values need to be developed for practical use through the formulation of policy frameworks.

Identity Control-WL7_B ↔ Systematic Policy-WL6_S

This interaction provides for the most careful articulation and agreement of policy frameworks within Headquarters. A major aspect of this work involves the management of resources of all sorts, and financial analyses.

This Channel is named: Policy Development.

Identity Control-WL7_B ↔ Policy Response-WL6_R

This interaction brings an urgent matter to the forefront of attention and forces a choice. The activation may occur in either direction. The end result however, is that some response is developed at WL6 that is acceptable at WL7.

This Channel is named: Policy Activation.

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Policy Implementation: WL6 ↔ WL5

There are twoCentres in each Level here, and so four possible interactions. Two channels—Systematic Policy-WL6_S ↔ Ad hoc Strategy-WL5_R and Policy Response-WL6_S ↔ Coherent Strategy-WL5_R—are not appropriate because the work outputs in the Centres are too different. However, the other two Channels are required.

Systematic Policy-WL6_S ↔ Coherent Strategy-WL5_S

Once a policy framework is in place, then it is absolutely essential that the operating entities affected develop a coherent strategy for its implementation. There should be consultation, but the influence is predominantly one way i.e. policy should determine strategy, not the reverse.

This Channel is named: Policy Imposition.

Policy Response-WL6_R ↔ Ad hoc Strategy-WL5_R

A policy response following some surprise, crisis or disruption typically emerges in a simple form as an assertion of priority, urgent outcome or sudden resource change. Once articulated, a similarly quickly-devised strategy is required with no delay in its implementation. Devising something ad hoc is rather easy but making it happen is not. Pressure is exerted to ensure operational delivery of the HQ requirement, poorly thought-through as it may be.

This Channel is named: Operations Activation.

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Program Development: WL5 ↔ WL4

Sometimes programs can be developed carefully and systematically, while at other times, they need to be thrown together to produce change quickly.

Coherent Strategy-WL5_S ↔ Management Control-WL4_B

For programs to be coherently developed and costed, it is necessary that they are driven and controlled by a coherent strategy. The interaction goes two ways because management issues (staffing, resourcing, circumstances) may impact on details of the strategy. That is why any major program needs steering.

This Channel is named: Program Control.

Ad hoc Strategy-WL5_R ↔ Management Control-WL4_B

Getting an ad hoc strategy delivered within operations is difficult. Even small initiatives require some analysis, meetings, consultation, documentation and more. So they are viewed as an unexpected, undeserved extra burden. Existing programs flowing from coherent strategies have considerable sunk costs and any new program causes delay by diverting attention, or disruption by diverting resources. Work on these new programs must have temporary priority and overt management drive.

This Channel is named: Program Activation.

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Program Implementation: WL4 ↔ WL3

Sometimes programs can be implemented carefully, consultatively and systematically through operational reorganisation; while at other times there is an insistence on rapid changes to practice.

Management Control-WL4_B ↔ Emergency Arrangements-WL3_R 

When management is activated from higher Levels, there is intense pressure to produce specific changes rapidly. WL3-department managers are then pressed to alter operations in ways that may not always be wise from a broader or longer-term perspective.

This Channel is named: Operations Imposition.

Management Control-WL4_B ↔ Rational Systems-WL3_S

Sanctioned programs need to be introduced through organised alterations to work processes and existing services, either temporary or permanent. Commonly, new systems are required to maintain the desired change. Because of cost, quality and schedule implications, interaction needs to go in both directions.

This Channel is named: Systems Development.

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Systems Implementation: WL3 ↔ WL2

The design of systems is often fairly straightforward in principle. Getting them introduced, accepted and used properly in practice is usually more difficult.

Emergency Arrangements-WL3_R ↔ Situation Control-WL2_B

Implementation of an emergency arrangement involves making supervisors aware of the changes so they are promptly used.

This Channel is named: Systems Activation.

Rational Systems-WL3_S ↔ Situation Control-WL2_B

Implementation of a rational system calls for considerable consultation and two-way interaction as issues are resolved and permanent adaptations determined and enforced.

This Channel is named: Systems Control.

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Output Maintenance: WL2 ↔ WL1

Situation Control-WL2_B ↔ Output Control-WL1_B

The relevant systems and activities generating essential outputs at WL1 require WL2 supervision to ensure output is sustained. This means dealing with disruptions, checking for quality, and ensuring all higher Level givens are respected.

This Channel is named: Output Maintenance.

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• Setting work and accepting accountability within line-management rarely runs smoothly. Higher Levels never fully appreciate realities on the ground, and staff resist change, often because they do not understand what it is about or what is expected. Resistance by managers must be handled by an essential, but little mentioned, accountability dynamic called: installation.

Originally posted: 22-Feb-2014