Initiation v Accommodation

Oscillation

Groupings in this Structural Hierarchy show an oscillation typical of THEE hierarchies. The picture appears to be as follows:

G1-duties demand active specification and assignment based on work to be done, emerging issues or findings from inquiries. That is why it can be prescriptive.

But G2-oversight within a suitable system is not like that at all: there is a need to accommodate to personalities and explore issues to adjust authority relations within oversight. Hence the qualifier appropriate.

G3-improvement calls for dynamic handling of changes, and that typically means taking the initiative. Handling this systematically also requires active handling.

But G4-roles are designed to suit the situation, and often to suit specific available staff or resource constraints. The comprehensive requirement means that whatever exists has to be accepted and covered.

G5-goals require a creative approach flowing from ambitions and aspirations as much as from current conditions, facts and conventions. Because they engage with an uncertain future and involve many others, the goals have to be realistic.

But whilst G6-motivation can be expected, and potentials can be fostered and encouraged, the requirement is to accommodate rather than force or drive. Expectations are natural, as are the variable inclinations of staff members to lead &/or follow.

G7-commitment must be enabled in a positive and decisive fashion. Unless there is active fostering and specific systems, staff will not identify strongly with the organization. The need for engagement with values to be voluntary also suggests taking the initiative.

Proposed Formulation

I find naming the oscillation tricky and propose:

  • odd-numbered Levels primarily involve management initiation
  • even-numbered Levels primarily involve management accommodation

Although the significance is currently obscure, note that the oscillation within the G1-hierarchy of duties appears to be the opposite. When considering levels from a structuring perspective, the oscillation was defined as:

  • easy - natural management within the odd-numbered Levels, presumably because there can be an acceptance and accommodation to what is there,

    v

  • problematic - contrived management within the even-numbered Levels, presumably because there is a necessity to initiate and impose management somehow, on something that lacks balance or coherence.

Similarly, when identified within the Spiral, the oscillation was defined as:

  • acceptance - adaptation characterizing the odd-numbered Levels,

    v

  • inquiry - initiative characterizing the even-numbered Levels

Comparison to the Organisation of Doing

This oscillation in relation to organising management of work can also be compared to the oscillation in organising performance of work i.e. the expectations and obligations in employment. The picture is shown in the Table below.

It seems that the odd-numbered Levels seem to require more creativity from the manager than the even. See details of the organising doing oscillation.

Originally posted: 11-Apr-2014