Hierarchies, decision making and a real-life example

Fri Apr 9 07:02:47 PDT 2004

Michael -- it seems to me that the Emry's have it mostly right. The real
issue for me is not only the separation of passion and responsibility, but
also the assignment of responsibility in an arbitrary fashion. The way
things are done in the "standard" bureaucratic hierarchy; there is little if
any chance that the folks who are responsible will actually care about what
they are doing. To be sure, one can attempt to induce caring by threats,
power, and compensation -- but what sort of caring is that? To me this seems
to be an almost perfect prescription to insure that any job done will be
accomplished to minimum standards, if at all. Talk about inefficiency all
accomplished in the name of Efficient Organization.

Harrison

Harrison Owen
7808 River Falls Drive
Potomac, Maryland   20845
Phone 301-365-2093

Open Space Training www.openspaceworld.com
Open Space Institute www.openspaceworld.org
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-----Original Message-----
From: OSLIST [mailto:OSLIST at LISTSERV.BOISESTATE.EDU] On Behalf Of Michael
Herman
Sent: Friday, April 09, 2004 3:50 AM
To: OSLIST at LISTSERV.BOISESTATE.EDU
Subject: Re: Hierarchies, decision making and a real-life example

ah, brian, i'll add a few of your fellow aussies into this mix...  i
have always found fred and merrelyn emery's definition of "bureaucratic
hierarchy" most helpful.  bh, they say is characterized by
"responsibility for the work (the taking care of things) resting or
being vested one or more levels above the level where the work is
actually done."  this is why control is necessary.  because the boss is
responsible but the people have to take care of things.

this sets up all kinds of things that the emerys spell out brilliantly
and simply (even though the also seem intent then on re-organizing
self-organizing systems... but that's for another time.)  most important
here is just to note that this split between responsibility and care is
precisely what ost is healing in the org... and why it's so dangerous,
too.  because the bosses are paid for their responsibility.

seems the ones who do best in ost are likely the ones who also have a
good measure of passion, so they don't feel left out when the little
people are suddenly running around with a newfound blend of passion and
responsibility.  which all seems to suggest that it's easier to open
space if/when we can find and fan the bosses real passion.  hmmm.

mh

Fr Brian S Bainbridge wrote:

> Dear Chris's et al,
> One of the things I have observed that the words Hierarchy" and
> "Bureaucracy" hove gotten loaded with a lot of negativity and bad
> baggage, one way or another.
> That's perhaps rather unfortunate, even though it is true and deserved,
> as I see it.
> Because both concepts have a great deal of good about them in their
> original meanings.  And still, in today's organizations, they have a
> real part and role to play and contribute.
> Even in an Open Space event, there emerge proper hierarchies and
> bureaucracies - who opens the space, the sponsor, the reporter in each
> group, the IT personnel or coordination, the kitchen staff, the facility
> management, and the list goes on - and people/participants play some
> part or undertake some role in all of that, of course.
> The miracle of OST is that these functions can and do change their role
> as the situation changes and people become sensitive and responsive to
> "Whatever happens.....".
> So, for what it is worth, I suspect we are on the edge of seeing not
> just the development of Complex Adaptive Systems but the place
> "hierarchy" and "bureaucracy" and - dare I say - "management" actually
> play in all of our wonderful new understanding of the way organizations
> function.
> The delicacy emerges when the players get these concepts out of kilter
> and worship them as though they are Gods or something instead of
> instruments for a greater good in our world and time.
> My two penny worth in such abstruse discussions.
> From a beautiful Melbourne Fall Easter weekend.
> Cheers and blessings,   BRIAN
>
> Chris Corrigan wrote:
>
>> chris macrae wrote:
>>
>>> Chris- my view would be that its always possible that some
>>> organisations
>>> will get stuff done in spite of hierarchy's excesses
>>
>>
>>
>> Beyond possible: I think it happens ALOT.  In really rigid hierarchies,
>> like bureaucracies, my experience is that most stuff happens in spite of
>> the hierarchy.  And when you look at how it happens, it's a network or a
>> matrix.
>>
>>
>>> But I don't see why understanding of organisations hasn't got beyond
>>> recognising that hierarchy is only one of several systems that a
>>> thriving people-investing organisations needs to be structured around
>>>
>>> Why not ask the triple accountability and design question applied to
>>> the
>>> relationship infrastructures that all organisations are:
>>> What's the best of hierarchy how can this interface with the best of
>>> self-organising and how can we mix this withy the best of networking
>>> across organisational boundaries, we are wasting most people's working
>>> lifetimes
>>
>>
>>
>> I agree with you.  I think maybe the reason this stuff hasn't caught on
>> is perhaps because people don't always link it to the bottom line.  It
>> sounds like a nice abstract conversation, but until people can see it in
>> action AND that it makes as much money as the prevailing wisdom, folks
>> won't always be keen to adopt a change.  And I think that stories about
>> successes in other places don't always convince people to try new ways
>> of organizing.  The story has to come from one's own experience.  An
>> Appreciative Inquiry-type of discovery approach does wonders in this
>> respect, inviting people to connect with optimal experiences in their
>> past and inviting design to arise out of that latent capacity.  But it
>> also means some detailed introspection to link the experience of the
>> past in what might be a very different context, to the present
>> situation.  Just how does my experience singing with a choir make this
>> company money again?
>>
>>> Since we have the methods of open space and organisational
>>> transformation well worked out, my assumption is that the only thing
>>> that could possibly continue to cause such a system blockage to
>>> openness
>>> is wrong measurement
>>
>>
>>
>> Measurement uber alles is tricky because it immediately privileges the
>> quantifiable over the qualifiable.  And certainly, we need to measure
>> things, but I'm leering of forcing qualitative experiences into
>> measurement-friendly formats.  By necessity it strips what is most
>> important about the experience.
>>
>> How do we measure the effect an OST meeting has on a person that has
>> suddenly seen the possibilities offered by truly self-organizing work
>> teams?
>>
>>>
>>> It seems to me it's a case of taking the arguments of wrong measurement
>>> and open space together if we wish to sustain transformation through
>>> any
>>> conflict that traditional organisations are almost perfectly geared to
>>> compound
>>>
>>
>> Taking these things together gives a true picture of the organization.
>> Measure what you can measure, interpret what needs interpretation.
>> Include both as ways of generating understanding and making meaning out
>> of organizational endeavours.
>>
>> Chris
>>
>>
>> --
>> CHRIS CORRIGAN
>> Bowen Island, BC, Canada
>> (604) 947-9236
>>
>> Consultation - Facilitation
>> Open Space Technology
>>
>> Weblog: http://www.chriscorrigan.com/parkinglot
>> Homepage: http://www.chriscorrigan.com
>> chris at chriscorrigan.com
>>
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>
>
> --
> Fr Brian S. Bainbridge
> 0412 111 525
>
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--

Michael Herman
Michael Herman Associates
300 West North Avenue #1105
Chicago IL 60610 USA
(312) 280-7838

http://www.michaelherman.com - consulting & publications
http://www.globalchicago.net - laboratory & playground
http://www.openspaceworld.org - worldwide open space

...inviting organization into movement

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