Both formal structural organizational methods and informal, emotive and emergent methods must be fostered to have a firm that not only invents but innovates.
Organizations are the ultimate cross-functional team
From Brown and Duguid’s The Social Life of Information Well, duh. Wish I had thought of that. The current cry for “cross-functional teams” results from the inability of the organization to manage its divisions. The local divisions will occur in any group that gets larger than about 12. Put fifty people in a church even and you will get a …
Australia Calling Elliott Jaques
There’s an interesting article about Elliott Jaques’s work in Australia (“Come back Elliott Jaques, all is forgiven” By Helen Trinca, in Financial Review BOSS [Australia]). It includes a review of Julian Fairfield’s book, Levels of Excellence, a copy of which Glenn Mehltretter of PeopleFitgraciously provided to me when I met with him recently down in Raleigh. I’ve enjoyed the book, …
Why You Want Vertical, Not Horizontal, Allegiances
By contrast, horizontal working-class solidarity exists to a much lesser degree in Japan than in Britain, and in this respect the Japanese would be said to be less group oriented than the British. Japanese workers tend to identify with their companies rather than with their fellow workers…. But the reverse side of the coin is a much higher degree of …
A Requisite Organization is a Network Hierarchy
I am going out on a limb here and make a totally unsupported guess: Elliott Jaques’s Requisite Organization Hierarchies can be interpreted as Networks. I think that the reason everyone has been talking about Markets, Hierarchies and Networks as separate classes has to do with how the first two have been implemented and written about in the last 100-200 years. …
![Employees at Mid-Continent Refinery [ca. 1943 Tulsa, OK (LOC). By John Vachon]](https://i0.wp.com/www.manasclerk.com/wpress/wp-content/uploads/2013/08/2179123915_75b400bf47_o-men-group-Employees-at-Mid-Continent-Refinery-c-1943-Tulsa-OK-LOC-Vachon-John-e1377964113665.jpeg?fit=862%2C519&ssl=1)
Clearing Up My Misunderstanding of Requisite Organization (RO)
In order, let’s go over what I think are the truths of Requisite Organization. Some of this comes from a result of reading Solaas’s article (see my other posts for a link) and some from fighting through my own questions. And, yes, I know that TSD is validated and I already have the Craddock bibliography. That wasn’t quite my question …
Time Span of Discretion Matters, and not Complexity
Time Span of Discretion is what determines the size of the role, and not some measure of “complexity”. Harald Solaas, who wrote a comment to “Does Requisite Organization Really Work Over the Weekend?“, has written an article entitled “Why Is Requisite Organization (RO) Theory So Difficult to Understand?.” In it, he relates the following story about working with Elliot Jaques …
Reality of Jaques’s Theory of “Requisite Organization Works Over A Weekend”
When I asked earlier about whether Elliott Jaques’s Requisite Organization could really work over a weekend, I was asking a specifically micro-question: Does changing the structure of the organization produce “instant” results in individuals? I got an answer about the macro question I wasn’t asking: Jaques just doesn’t talk about the process by which the change occurs, from old structure …
Social Capital and Requisite Organization Should Get Married
There’s something missing in Jaques’s Requisite Organization theory, which is described in the ideas of social networks. There is something missing in social network theory that is described in RO theory. Interestingly, both “solutions to the ills of contemporary Western civilization” are socially based, rather than psychological.
On Elliott Jaques’s Detractors
Have the detractors of Elliott Jaques ever bothered to read his work on Requisite Organization and Stratified Systems Theory (SST) before they condemned it?