The Evolution of Organisation: Post 2

We have looked at how the current model of organisation came about. We have also looked at how the model of rigid hierarchy, control and competition is no longer fit for purpose in our rapidly changing world. We can see the pressing need for a new evolution of organisation.

Now, back to the questions we posed at the end of the last post:
What will the organisation of the future be like?
What are the skills needed to effectively run these new kinds of organisations?
What will be possible with this new kind of organisation?

In addressing these questions there are two aspects to consider:
1. The People
2. The Organisation

In this Post we will deal with the people.

1. The People
This new kind of organisation will require a new kind of employee and a new kind of leadership.

Employees
The new kind of employee will be one who is creative, entrepreneurial and can think and act independently.

Autonomy is what liberates peoples’ creativity, gives them self-expression. It gives people a sense of ownership and responsibility.

But in the current paradigm, autonomy and ‘organisation’ are mutually exclusive: after all, how can someone be autonomous without causing havoc with the system?

In the new paradigm people will need to be trained in something we are calling Synergistic Autonomy: to think and act independently and decisively and yet be in sync with what the organisation as a whole is committed to.

Leadership
What kind of leader and what kind of leadership will this new future require?

We need leaders who can empower and lead autonomous, creative people.

These new leaders will be skilled at freeing people up so that they can perform; they will do this by creating new contexts.
Why new contexts?
Because everything is seen within a context. Peoples’ experiences and actions are determined by the context from which they view the situation. So alteration of context can powerfully alter performance.

What do we do with the people we already have?
Do we get rid of them and get a whole new team?
Or is there a way of transforming people so that they can be productive and fulfilled in this new organisation?

The good news is that most people have an inherent creative and entrepreneurial spirit. This spirit has long been suppressed, not just by the work place but also by our education and upbringing. We have learnt that the way to get through life safely is to conform. We do what others ask and avoid the risk of taking autonomous decisions for fear of failure and its consequences.

This spirit, while suppressed, is not dead. It is like a seed in the desert, starved of water and nourishment. Give it what it needs, and it will begin to grow and flourish. We will find that it is possible to take most people with us as we go along into this new future.

What is it that will bring this ‘seed in the desert’ to life?
One element is having a purpose, and working towards a vision or future that inspires.
Another element is having a working environment that nurtures and empowers one to fulfil on this future.

You may be saying “But my organisation has a great future/vision already; this doesn’t apply to me”.
It might be true that you have an inspiring future, but that is only one part of the picture.
If a future is not communicated effectively it is almost worthless.
Do you know if everyone is on board?
Are they related to it the way you are?
Does everyone even know about it?
What if you could communicate your organisation’s future in such a way that people are running to be a part of it?

Some good questions we could ask about our organisations futures and working environments are:
What are we as an organisation working on?
What is the future we are creating, the vision we are fulfilling?
Is this future/vision something that calls to me and others?
Can people find their own self expression and fulfilment in working towards realising this future?
Does the management encourage contribution and independence?
Is there a great ethos, team spirit and camaraderie present in the work place?

In the next Post we will address Organisation and Management inside the new paradigm.

Your comments and input are welcome.

The Evolution of Organisation

The Present
Modern organizations are confronting unprecedented situations in the world today, and the future is going to be even more challenging. The current financial meltdown is just a sign of things to come. We confront rapid and exponential change. The pace of change itself is exploding. We have rapidly changing environments, situations, products and markets. And our old model of organization is not going to cut it. It is too slow and cumbersome.

To deal with the rapid rate of change we are going to have to be organizationally quick on our feet, or we will lose opportunities to competitors who are more nimble and quick acting than we are. We need to release the creativity of our people and allow decisions to be taken on the spot. We are going to need to train, empower and enable people to think and act independently and decisively in a way that fulfils what the organisation is committed to.

Ironically, one of the biggest complaints that people have in their working lives is that they do not find self expression, satisfaction and fulfilment at work, especially if they work in large organizations. People feel that their creativity is suppressed and that they cannot fully contribute what they would like to. Organizations are hierarchical, and structured so that individuals cannot change them. People have to give up their autonomy, creativity and self-expression to fit in, succeed or simply survive in an organisation.

The Past
If we go back to the origins of how and why human beings first started to organise themselves we begin to see why organisations are the way they are.

When human beings first started to organise themselves, they did so to deal with situations or circumstances that they were not able to deal with individually. For example, they banded together to defend themselves against predators or marauders. In order to work together for their survival, the individuals had to give up some of their personal power and freedom. These early social groupings could be seen as the first organisations.

As the groupings became bigger and more complicated, strong leaders emerged to control them. Rules and codes of behaviour were developed, and punishments were established as a method of making people stick to the rules. As leaders became more powerful, war lords or overlords demanded that people serve them in exchange for their protection. People were turned into serfs. They were a functioning part of the group, but they had no say, no choice.

Then came the industrial revolution and there was a renewed need for organisation. This time the industrial barons demanded of their employees the same unthinking obedience that the landowners had demanded of their serfs. As a reaction to this there arose the labour movement. However, these new labour organisations were also suppressive of individual freedom. Everyone had to tow the party line.

The fundamental thing about organizations is that they are hierarchical; it is a matter of command and control…but there are huge limitations to this model. People in this model are fundamentally not responsible for the work that they do, and are using only a fraction of their power. This is of little benefit to either them or the organisation they work for.

The Future
What will resolve this conundrum is a new model of organization. In fact from where I stand I see a new future for ‘Organisation' evolving. Hence the title: 'Evolution of Organisation'

What might this evolution involve? Are there any emerging models already?

First let us consider the Internet and what that makes possible:
The Internet is a group of people linked together without any hierarchy (like the knights in King Arthur’s Round Table). Each computer is as important as the other. Each is equally available to everybody. The Internet makes it possible for people to connect and work together across locations, organisations, skill sets, experience etc. It is now feasible to have employees work from home and still be a contributing and significant part of an organization.

Secondly when we consider political groupings like the European Union we see movement towards consensus (rather than confrontation, domination or the majority running the show). The European Union has made it possible for less powerful countries to have a say, as well as countries like the UK, France and Germany.

The process of generating consensus in coalition governments is another model that is pointing the way.

All this is creating the possibility of a new type of organisation never before experienced.

So we come to some critical questions:
What will the organisation of the future be like?
What will it look like and what will be possible?
What are the skills that will be needed to effectively run this new kind of organisation?


In our next post we will address this further, and we welcome your participation in this ongoing inquiry.