LEADERSHIP ISSUES – FIVE LEVELS, PART III. . .

Thus far we have briefly explored ‘Level One Issues’ and ‘Level Two Issues.’ This morning we continue our brief ‘Five Level’ explorations.

Level Three Issues focus on ‘Structures’ and ‘Systems’. How do the organizational structures and systems generate, stimulate, enhance, support, exacerbate, deny, reframe, define, and/or affect the issues? Structures and Systems also generate, stimulate, and/or enhance, etc. certain Policies and Procedures – ‘How’ and ‘Why’ certain policies and procedures are defined and employed is directly influenced by the structures and systems.

Here are two examples: All organized groups of three or more persons emerge ‘reporting’ structures – Who reports to Who? The reporting structures are supported by a number of policies and procedures. All organized groups of three or more persons also emerge a ‘communication’ system – How do we effectively communicate with one another? The communication system is also supported by a number of policies and procedures.

‘How’ and ‘Why’ these structures and systems emerge and are integrated is directly influenced by the ‘founders’. Initially there might well be a great deal of experimentation when it comes to discerning the structures and systems that will best serve the infant organization. Over time, what proves to be ‘successful’ is integrated and over time becomes ‘This is how we do things around here’ – an organizational culture is grown. Once mature, this culture is almost impossible to change (as anyone who has attempted to change an organization’s structure or system – the resistance to this type of change is deeply rooted in the culture and the sub-cultures).

At times, the structure and/or system ‘fails.’ When this occurs, anxiety rises. A goal becomes to reduce the anxiety (not to change the structure or the system). Generally, anxiety reduction is sought via developing a new procedure or a new policy (this is why some organizations have developed massive tomes containing innumerable policies and procedures). An organizational crisis might stimulate the necessity for a change in structure or system; generally, organizations that are maintaining (think ‘surviving’) will not change their structure or systems.

Consider that structures and systems (and policies and procedures) will only support certain Level One interventions (that is, certain physical and/or social maneuvers). They will also only support certain intra-personal and/or inter-personal interventions. For certain organizations, rigidity more than flexibility is the norm. For certain organizations, maintenance rather than experimentation is the norm. Think about this: Members of an organization that have not been ‘fully integrated’ into the culture are more likely to be flexible and are more likely to be open to experimenting than those who have been fully integrated into the culture. We are familiar with the mantras of the folks who have been fully integrated: ‘If it ain’t broke don’t fix it!’ ‘We tried that once and it didn’t work!’ ‘New people should be seen and not heard!’

Organized groups of three or more will develop certain structures and systems and these will be supported by certain policies and procedures. These are necessary for the well-being of the organization. The challenge is to embrace a paradox: ‘being flexible-being rigid’ or ‘maintaining-experimenting’ or ‘to sustain-to evolve’. Both poles are necessary.

Level Three Issues are supported by both Level Four and Level Five Issues. Next time, we will briefly explore ‘Level Four Issues.’