Establishing Values

Identity Installation: WL7_B ↔ WL4_B

The identity of an organization is realized through its operations, where the focus is on «getting things done» not on values per se.

Where identity development (WL7 ↔ WL6) is relatively unproblematic, policy implementation (WL6 ↔ WL5) may suffice. But this must cross the infamous policy-operations gap. If this gap is not bridged effectively, then it is likely that policy installation (WL6 ↔ WL4)will also be weak or unsuccessful.

Of course, the WL5-CEOs in charge should follow given values regardless. However, their interest in values tends to be overshadowed by pressures to deliver results in the face of production disruptions, marketing "snafus", difficult personalities, resource shortages &c.

So, if corporate social responsibility is important or if visionary values or cultural changes are being sought, then an accountability dynamic between WL7-Identity control and WL4-Management control is required. Exactly how this Channel is operated will vary according to the organization and circumstances. At the most extreme, all appointments to WL4-roles may be vetted to ensure individuals have the "right convictions" and compatible values.

This Channel is named: Identity Installation.

No Other Channels

Staff at any level may communicate with staff at any other level about the work-to-be-done. This is the meaning of participation, and is required when organising management. Our concern here is solely with one crucial feature of management: requisite accountability. There are no other appropriate accountability Channels bypassing two Levels (or more).

Explanation

L6-Policy control cannot link directly to L3-Operations control because the analyses and abstraction of the former cannot be accountable for the details and concreteness required in the latter (and vice versa). Even less can there be accountability related to handling of cases or outputs at L2 or L1. (Particular cases may generate policy issues, but that is not part of regular management of operations. Policy from HQ would go to WL5 or WL4 staff, not to WL2 or WL1 employees.)

L5-Strategy control and L4-Management control similarly operate in a world of generality, and accountability for specifics at WL2 or WL1 is not appropriate.

What about "management by walking about"? This is not about accountability. As noted above, it is a manifestation of participation. There are numerous ways that managers inform themselves, motivate staff, and reach conclusions. These issues are addressed in other frameworks, especially the next section.

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• Now review the whole picture.

Originally posted: 22-Feb-2014