Building: High Performance Organizations
In over 20 years of real-world experience, OLC has helped organizations develop specific "Organizational Capabilities" that enable the achievement of high performance, foster innovation and engagement, and help knowledge workers use their full potential.
The Magic Notes
Few can hear the magic notes and have danced with joy together.
Many have been drowned by the noise of fame and their desire for material gain.
The universe cries for what could be, the choices that went wrong.
It cries for those who pass this way and didn’t awake to sing their song.
Understanding the Challenges of Developing a Partnership Culture
Organizations are challenged on how to cost-effectively establish a partnership organization. In overcoming that challenge it is important to understand why many organizations choose to maintain a domineering culture. Some people believe it is because general managers don’t want to release their power. However, my experience is that managers responsible for results are open to any effective way of improving performance. They know continual improvement is important for the organization’s survival. However, middle managers do not trust delegating and giving autonomy to the front line because they believe the front line does not understand how to effectively deliver results and I think they are right.
An organization that has been managed top-down has focused on developing the skills of individuals but not the capability for those individuals to successfully integrate their work with others and take responsibility for improving the processes they use. An analogy can be made to an orchestra in which the individual members have developed the competency to play their instrument, but to produce music that enlivens the spirit they need both the score and a conductor. For frontline workers to achieve excellence they need to understand the processes they use and find ways to address any challenges that arise in their implementation. It is reasonable to understand why a manager is fearful of giving autonomy to the front line to manage daily work if they have not gained an understanding of the processes they use and ways in which to effectively address challenges that arise.
Overcoming management fear involves enabling front-line workers to understand the processes they use to get work done, methodology for identifying ways to improve those processes and empowering and supporting them in implementing improvements.
Key Thoughts
1. Alleviating the Symptoms of Societal ill Health and Eliminating the Root Cause
2. The Challenge of Embracing a Fundamentally Different Management Paradigm
3. Process Management And the Importance of Inner Wisdom And Creativity
5. Organizational Evolution Theory
6. Understanding the Challenge of Developing a Partnership Culture
7. Conclusion Comments and Final Thought