Implicit in discussions of learning curves in organizations (and explicit in most) is the idea that focused, uninterrupted learning is best. Learning curves (which go down and to the right, please note) are descended because of doing the same thing over and over. That may not be quite the case. In “Learning by Doing Something Else: Variation, Relatedness and the …
Can Elliott Jaques’s theory of Requisite Organization and trust-building hierarchies mesh with Francis Fukuyama’s social capital arguments regarding trust and trust-building within a culture? According to Jaques in the introduction to Requisite Organization: A Total System for Effective Managerial Organization and Managerial Leadership for the 21st Century (1996) the aim of requisite organization theory of management structure is: to develop …
Every Best Practice becomes a Worst Practice when you have the wrong people in the wrong places.
“MAKE MONEY FAST!!!!!” Look, if it works for spammers, maybe Requisite Organization supporters should give it a try. Making money with something is the best way to prove that it works. What requisite organization gives us is not a replacement for management or business skills, but a way to classify that mysterious “leadership” that seems to change the entire equation. …
Reviewing Cass R. Sunstein’s “Deliberative Trouble? Why Groups Go To Extremes” in The Yale Law Journal, Oct 2000.
Besides having a very entertaining title, Marc Bilodeau and Al Silvinski’s “Tolient Cleaning and Department Chairing: Volunteering a Public Service” (1994) has some interesting proofs. Basically, they want to put forth some propositions about figuring out who would volunteer to do an activity that no one wants to do but that everyone would benefit from. Specific examples can be found …
After reading Harald Solaas’s article, “Why Requisite Organization (RO) Theory Is So Difficult to Understand”, I’m pretty convinced that he’s right: the starting point for describing Requisite Organization is not mental processing — yes, it is pretty cool, even then — but that Requisite Organization represents how people naturally want to organise in hierarchies. Requisite Organization is an emergent function …
![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)
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 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 …
West reviews the philosophical underpinnings of the battle between structured programming and object-oriented programming. It’s an interesting read, as he goes back to the basic fight between the rationalist/formalist Enlightenment camp and their pesky detractors, variously called “hermeneutics”, “constructivist” or “interpretationalism”.
