Nancy Widmann co-authored an interesting
book recently, “I didn’t see it coming: The
only book you’ll ever need to avoid being
blind-sided in business.” Everyone at some
point had an “I did not see it coming” moment.
Management or leadership organizational development
concepts can commonly be over-simplified as
core tactics - developing few principles with many variables
compilation tactics - many principles, few variables.
MORE COMPLEX MATRIX ORGANIZATION
While recognizing these, more often the complex
structure is no longer just a two way conflict. We
evolve to learning how to seek common goals, align
priorities, share resources in a priority order and
accept interdependence. This is a result of the modern
view of matix organizations involving not only product
(quality, delivery and yield) and technical issues (
performance and operational issues) but also site
management and customer satisfaction metrics to
respond to as a result of increased competition.
As a result, most of our goals need to be developed
in combination with all four constituencies arriving at
focuses on results: close the gap between current and
desired levels of output
involves systems: geared to be viewed from all four
adds value: close the gap between current and desired
frames partnerships: the participation of many individuals
is integrated recognizing group priroities.
In this ‘brave new world’ we need to address the following
- stay tuned to our bosses values and needs
- communicate better as listeners
- review the traditional routines and habits (what used to be
a strength can revert to a liability)
Michael Mink put the “spotlight” on these at critical junctures:
ownership change, new boss, and new position (responsibilities).
“Look out for blind spots” April 2, 2007.