The remedy came to us when we stepped back and asked ourselves, "Why are people in command and control organisations driven by hierarchical, power-based work relationships?"
The answer is simple. The only frame of reference for behaviour that they have is the organisational chart. Take a long look at one.
As a visual representation of hierarchical relationships, the organisational chart is a perfect communication device for command and control. But that visual can do little else than establish the ladder of decision-making power held by individuals, and the consequent reporting lines between them. Like a static image, it simply captures the rank and status of all positions relative to one another at a certain point in time.
On a daily basis, how relevant are hierarchical relationships? They are only relevant on two occasions. When a decision has to be made and when a report has to be submitted.
The rest of the time, only network relationships are relevant. What is a network relationship? A network relationship is a relationship of free will. Neither party has authority to command. Think of the relationship of cooperation between members of the same team. And the relationship of collaboration between members of different teams. People execute work in teams that exchange values in the interest of the organisation.
As for the visual representation of the second frame of reference, a network of teams is the perfect communication device. It is a dynamic image that captures the relationships between individuals working inside and across teams. Properly orchestrated, the network of teams will impact your organisation's ability to execute strategy with speed and flexibility.
If we want people in hierarchical relationships to work with speed and flexibility, then we must give them a second frame of reference to cultivate those desired behaviours.
Keep the organisational chart to establish decision-making authority and subordination of individuals. Supplement it with the agile team network to establish the value creation linkages between your organisation's teams.
We call this process of evolving and establishing those two frames of reference for behaviour, Dual Frame Organising.
The remedy came to us when we stepped back and asked ourselves, "Why are people in command and control organisations driven by hierarchical, power-based work relationships?"
The answer is simple. The only frame of reference for behaviour that they have is the organisational chart. Take a long look at one.
As a visual representation of hierarchical relationships, the organisational chart is a perfect communication device for command and control. But that visual can do little else than establish the ladder of decision-making power held by individuals, and the consequent reporting lines between them. Like a static image, it simply captures the rank and status of all positions relative to one another at a certain point in time.
On a daily basis, how relevant are hierarchical relationships? They are only relevant on two occasions. When a decision has to be made and when a report has to be submitted.
The rest of the time, only network relationships are relevant. What is a network relationship? A network relationship is a relationship of free will. Neither party has authority to command. Think of the relationship of cooperation between members of the same team. And the relationship of collaboration between members of different teams. People execute work in teams that exchange values in the interest of the organisation.
As for the visual representation of the second frame of reference, a network of teams is the perfect communication device. It is a dynamic image that captures the relationships between individuals working inside and across teams. Properly orchestrated, the network of teams will impact your organisation's ability to execute strategy with speed and flexibility.
If we want people in hierarchical relationships to work with speed and flexibility, then we must give them a second frame of reference to cultivate those desired behaviours.
Keep the organisational chart to establish decision-making authority and subordination of individuals. Supplement it with the agile team network to establish the value creation linkages between your organisation's teams.
We call this process of evolving and establishing those two frames of reference for behaviour, Dual Frame Organising.