Hierarchical Comfort v Distress

This is About Me

Hierarchy is absolutely unavoidable in any organization, despite all the complaints and criticisms. But the fault is never hierarchy per se. It is about the misuse of hierarchy, ignorant structuring, and unsatisfactory management.

Comfort within the hierarchic environment is a prime concern of every employee. It is mediated primarily via managerial oversight-G2_B. Oversight influences both upwards and downwards.

As a staff member, I am subjected to oversight and must oversee others in some fashion (i.e. not necessarily as a line-manager). This process assumes there is cooperation, and its effectiveness depends on dialogue.

My role may be my primary focus when joining an organization. But the system of oversight is probably more significant to my performance. For example, a good system of oversight can lead to the adjustment of a poorly designed role, but a role in itself can rarely do much about a faulty system of oversight.

When hierarchy goes wrong, there is distress, sometimes severe—even severe enough to lead to alcohol abuse or physical illness.

Influences & States

G4_B-Roles

G4_B ↔ G2_B: When my role-G4_B and the system of oversight-G2_B work well together, it is possible to get and give guidance, to provide leadership and to follow plans and rules. This generates a feeling of confidence. If, however, the hierarchy of roles has been poorly structured or oversight is haphazard and unsatisfactory, then the result is confusion. Command-and-control may be an attempt to reduce that confusion, but even if it does produce acquiescence by suppressing thought, the lack of confidence will remain leading to criticisms and complaints.

G3_B-Improvement: Initiative & Authorization

G3_P ↔ G2_B: Personal initiative-G3_P will thrive if there is encouragement, approval, guidance and support provided during oversight-G2_B. The result of a strong positive linkage will be a diversity of activities and an atmosphere of experimentation. If, however, there is a lack of initiative or the oversight system is not functioning well, then the result will be that common attitude: resistance to change.

G3_O ↔ G2_B: A strong relationship between authorized developments-G3_O and managerial oversight-G2_B allows for organizational plans to be implemented. When deadlines are met, budgets are adhered to, and people work well together, the atmosphere is one of strength. If however, there is a problem with the development or with oversight, then nothing goes right and there is an experience of subversion.

G1_B-Duties

G2_B ↔ G1_B: Responsibility for duties-G1_B is the foundation of management. While duties are the basis of my role, their assignation and application is not. Details of duties are handled via managerial oversight-G2_B. This Centre acts as a mediator: first recognizing and then shaping, checking, and adding or removing duties. Conversely, to be responsible in regard to duties, I must recognize the presence and necessity of oversight and vice versa. When there is this recognition, then there is a sense that management is in place. However, sometimes there is excessive reliance on tasks rather than duties, or on action rather than responsibility. Such states are often combined with a lack of oversight, and then the culture is one of neglect.

Comparison

Hierarchical comfort provides a foundation for role enjoyment—see next Topic. Its components include: confidence and recognition, strength and experimentation.

Hierarchical distress is a composite of: confusion and neglect, resistance and subversion.

If power-centred behaviours are added to the mix, then confusion intensifies as you attempt to second-guess what is required and avoid being abused. Neglect may become exploitative as well. See more about bad bosses and hierarchical failure.

If the hierarchy is tolerable, then the experience of role enjoyment comes into focus.

Originally posted: 23-May-2014.