Mobilize Enthusiasm

Recap: The participation dynamic involves giving attention to both autonomy and compulsion in relation to the work-to-be-done. When applied to the 7 groupings/levels of organising management, 4 levels show a natural fusion of the polar opposites. The remaining 3 generate two distinct polarized Centres.

A moment's reflection (plus years of research) reveals that the creativity, effectiveness and well-being of a person is heavily dependent on their sense of control. The more autonomy that can be built into organising management, the better the atmosphere in the organization. However, compulsion cannot be reduced below a certain minimum or the organization would be undermined.

Fused Centres

In those Centres where there is an inevitable fusion or synthesis, it is necessary to give due care to designing and using the management entity.

G1_B-Responsibility for Duties: Where a duty is naturally part of an existing role or task, the person involved will spontaneously want to carry the responsibility, and not assigning it could generate problems. Where the duty does not align so easily, allowing individuals to volunteer for it increases the chance that the responsibility will be discharged willingly and positively.

G2_B-Managerial Oversight: This is the trickiest Centre in the whole framework. Most issues relate to tensions in doing the work so as to ensure high morale and high productivity. However, from an organising management perspective, a well-structured organization that pays attention to personal capability provides the basis for effective oversight. There will be enthusiasm if time and attention is given to dialogue and cooperation so as to reach a mutual understanding.

G4_B-Roles in Functions: The recognition and valuation of specialist functions (disciplines) is itself a major factor in fostering enthusiastic participation. Role-design within a function that is in the hands of a functional specialist is more likely to make good sense than the well-meaning efforts of a generalist. If My Role is well-designed and its fit to my abilities and preferences is given attention, my enthusiasm can be almost guaranteed.

G7_B-Commitment via Community: The contract of employment epitomizes the voluntary-compulsory synthesis in commitment. Even if life pressures mean that some employees feel forced to accept employment, everybody should be treated as an equal member of the organizational community. The autonomy aspect can be enhanced through suitable arrangements to foster commitment e.g. consultative and representative systems.

Polarized Centres

How the three polarized Centres are handled is even more critical to ensuring enthusiastic participation.

Expect Motivation G6_O ↔ G6_P

The participative aspect in regard to expecting motivation-G6 shows in two distinct ways:

■ via obligation-G6_O
■ via creativity-G6_P

This bipolar level is where the development of energies for the organization is maximum. Motivation effectively controls all inputs. The compulsory pole naturally dominates so as to channel creative energies. The motivation based on obligation should be an opportunity and a reinforcement for the use of creativity. At the same time, creative energies can be particularly gratifying because they are in the service of contractual or imposed obligations.

Channel Names

Determine Goals: G5_O ↔ G5_P

The participative aspect in regard to determining goals shows in two distinct ways:

■ via formal acceptance-G5_O
■ via individual generation-G5_P.

This bipolar level shapes success in an organization. The values and goals of the organization that go through an official process and get formally adopted are compulsory. This guidance ensures everyone is properly oriented and provides for the cohesion and coherence of work. However, great success also requires staff to generate organizationally-relevant goals based on their own unique abilities, perspectives and position.

Channel Names

When formally-adopted goals that must be accepted are well-aligned with goals developed personally, there is gratification. In some cases, goals that are espoused officially are disliked or not understood, and get ignored. In other cases, goals are generated as part of a personal agenda or some other political machination regardless of what is formally required. Such negative interactions lead to cynicism about management.

Drive Improvement: G3_P ↔ G3_O

The participative aspect in regard to driving improvement shows in two distinct ways:

■ via authorized development-G3_O,
■ via personal initiatives-G3_P.

The compulsion inherent in authorized developments often meets with criticism, confusion or even resistance from staff at lower levels. So, wherever possible, management needs to accommodate personal initiatives rather than crushing them. Staff in turn should ensure that their initiatives take account of required developments.

Channel Names

When changes of both sorts influence each other positively, the result is an experience of harmony. If however there is a poor alignment or severe disconnection, then the atmosphere deteriorates and the resulting activities lead to turmoil.

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Enthusiasm is simply a start. Its effectiveness will depend primarily on how the hierarchical system is set up. In examining the experiences, I will take a first person, My Role, perspective i.e. as if it is me being employed.

• Consider my hierarchical comfort.

 

Originally posted: 23-May-2014.