Wonder if anyone could help me with NOT reinventing the wheel on an extended question about hierarchies (albeit not a pure open space question)
I have decided I want to survey when is top-down organisational hierarchy useful (and not useful) as well as how can hierarchy interact with useful and not useful impacts on self-organisation, co-organisation, inter-organisation (as where 2 or more organsiations truly partner each other) Here are some 'guesses'. Has anyone seen more definitive research in one or more of these areas: 1 Hierarchy has good impacts on human relationship systems when -All know who & how biggest decisions are made -Authority has respect for expert-decision status but doesn't cause person bossing nor block bad/change news flowing up -Top people care deeply about goodwill=how deeply caring organisation is around its greatest human context. This identity proacts around core; top people should cultivate a further out sense of vision & use that to give people as much time as possible to prepare for relevant change (competitive/environmental) 2 Teams have good impacts when: Hierarchy does not get in way of social dynamics of team; eg Often team performance is inhibited if personal performance measures or timesheets drive company Teams need various positive emotional intelligences: Eg trust to share to the full; focused happiness to be energised and learn to accomplish the full. 2.1 Teams also need to be classified by type which will detail extra nuances: Eg a 24 hour service team such as healthcare or an airline crew is different from project teams, and other parameters include within organisation or for external client, co-located real or with aspects of virtual/global 3 -The extra of social networks (SN) of individuals multiplies value of an organisation's relationships: in areas the internal organigram can't traditionally connect: it may be happening outside the organisation, too tacitly for explicit process to be valuable, or emerge Next innovation skill we'll need -particularly in the innovation situation- a knowledge audit should discover who's best to multiply this fast however junior, possibly giving them a boardroom sponsor as and when formal attention and connection of the new skill will be needed across organisation Vital SN applications include security of cities, venture capital banking, scouting for sports superstars, R&D sectors where innovation will need to link diverse competences which company can't own all of, software when developed as a standard? Chris Macrae, [email protected] All above meant to be conversation not definitive answers! But passionate line of inquiry for me just now * * ========================================================== [email protected] ------------------------------ To subscribe, unsubscribe, change your options, view the archives of [email protected], Visit: http://listserv.boisestate.edu/archives/oslist.html * * ========================================================== [email protected] ------------------------------ To subscribe, unsubscribe, change your options, view the archives of [email protected], Visit: http://listserv.boisestate.edu/archives/oslist.html
