While GO Society’s associates and fellows agree to support the Society’s purpose, we come to our organizational work from different disciplines, different sectors, different functions, different roles and levels of organizations, and different interests in improving organizational effectiveness.
What we hold in common is appreciation, knowledge, and experience in a systems approach to designing and managing organizations that is based on foundational concepts about understanding and organizing complexity in work settings developed by Lord Wilfred Brown and Elliott Jaques. This approach, over the years variously called “The Glacier Project”, “Stratified Systems Theory”, and “Requisite Organization” includes well-defined, researched, and tested concepts of levels of work complexity, levels of human capability, accountability, and effective managerial leadership practices.
We recognize the discovery that organizational systems have a direct and substantial impact both on the personal achievement of people at work and on the capacity of organizations to create wealth for society, and that as a consequence of this the design and implementation of such systems carry strong moral and ethical implications.
While we all appreciate this systems approach and these concepts, we again differ as to which and how many of the concepts we emphasize in our individual practices and how we may integrate them with other theories and skills that we use in our organizational work.A few examples:
In summary, we all have and celebrate our own educational foundations, skilled knowledge, and experience in improving organizations, and in this document we all agree to our common science based principles and concepts described above in general terms.
We also agree to participate in a continuing dialogue on the continuous evolution of these ideas both in a private area of the web and in face-to-face meetings, helping GO Society associates and fellows to come to broad agreement on what specifically is included and is not included in this commonly held requisite approach, and what we should encourage all Society affiliates to endeavor to master.
Mike Jay asked this question in regard to last month’s blog (What if a manager does not want to follow RO guidelines? - Science and Engineering). In the spirit of last month’s blog, I would say that this is a question that is not asked frequently enough. It is very easy to accept an engineering template without asking for the scientific reasons behind it. Without understanding the science behind the rule, we cannot explain to our clients why they should pay attention to the rule and we run the danger of falling into dogmatism.
So let’s explore this question in the context of a Stratum-I-capable employee and see the difference it makes whether their manager is capable at Straight I or II. (I’ll address in a later blog what happens when the manager is capable at Stratum III.)
Because they have current potential capacity at Stratum I, the employee is capable only of declarative processing at the normal adult level. That is:
If the manager’s current potential is also at Stratum I, they too can only process adult-level information declaratively.
But if the manager’s current potential capacity is at Stratum II, they would also be capable of cumulative processing at the normal adult level. That is:
Their Stratum-II capacity also enhances how they can manage.
The advantage brought by their cumulative-processing ability extends to other managerial leadership practices. As just one example, a Stratum-II-capable manager can set better context than can a Stratum-I-capable manager. Cumulative-processing ability allows a manager to explain to their subordinates:
There are several advantages of having a manager one stratum above the subordinate rather than a manager at the same level as the subordinate:
It is understandable that executives wish to reduce the number of managerial levels in their areas. But if that reduction results in compression, in employees’ having managers who cannot process information at a higher level than the subordinate, the cost is the loss of managerial added value, and that threatens efficient and trustworthy execution of strategy.
New York City, USA
The Argentine Human Resources Association
The European Organization Design Forum
Canadian Association of Management Consultants
Human Resource Professionals of Ontario
Human Resource Planning Society
An institute for advanced human resources professional development
An association of academics, business users and consultants headquartered at Aarhus University in Denmark
A USA based association
A Toronto-based association of advanced HR practitioners
An Argentine Society for Quality Improvement
The Argentine Society for Training and Development
The Argentine Human Resources Association
Federation of Human Resource Associations in Latin America
The Buenos Aires Technological Institute
An professional association for public service employees in Canada
Buenos Aires, Argentina.