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Structure And Work

Under the inescapable second law of thermodynamics, fragmentation and dis-integration are natural consequence of organizational growth over time. Real leaders respect and arrest the destructive power of the second law by conscientiously applying structure and work to keep the org intact and aligned toward a higher purpose. All cookie cutter managers know how to design and impose structure. Hell, that’s the easy part because you could look one up in the standard hierarchical patterns handbook (which has only one page and one pattern – the command and control hierarchy where the kahunas at the top rule over the kingdom and ignore input from everyone else).Entropy

The “work” is the hard part. Unlike leaders, managers hate work and they’ll do anything, no matter how harmful it is to the org, to avoid it while feigning that they’re bustin’ their butt to “get things done”. Thus, after unveiling his/her latest masterpiece corpo structure, which is always an insignificant  hierarchical tweak, he/she “abdicates” the day-to-day work of keeping the fragments in harmony to…….. “others”.

Tweak

So, what is the “work” part of the powerful, entropy-arresting, work+structure dynamic duo? It’s a continuous and active “sampling the value stream” and a continuous monitoring of the interfaces and interactions between the org fragments to sense signals of disintegration. Without doing the work part, performance will not improve, and of course, it will deteriorate further; triggering yet another round of restructuring to “meet the changing needs of our customers”. Bummer.

Yin And Yang

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