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Working in Organisations
Open Systems
At the worst of times companies can look and act like badly
functioning families: dictatorial, patriarchal, rigid and
uncooperative. The staff are de-motivated, communication is
poor, growth is slowed and team-spirit is non-existent.
Like the Patriarch in a family who says, "Something needs to be
done around here", someone in the company usually calls for a
"Culture Change" or some similar course of action in order to
address a potential or actual decline. Structures are shaken up,
mission statements are issued, new communication avenues are
created. It gets frantically busy for a while, people are
energised, sent on courses, empowered; and then they are
expected to behave differently. So far so good.... but pretty
soon it all goes back to the way it always was, if not worse,
and no one quite understands why.
"Culture Change" cannot be imposed. It must grow organically out
of the current needs of both the company's needs and the needs
of the individuals in it. We see this as moving from a "closed"
or poorly functioning system to an "open" or well-functioning
system. A closed system has stuck, negative and unchanging modes
of communication; an open system has flexible, evolving and
positive forms of communication.
Systems
What do we mean by "system" in this particular context? A system
is any self-contained entity or unit made up of interconnected
elements or parts, e.g.: a company made up of many departments
is a system; each department is a subsystem; and the company
itself is a subsystem of all similar companies and the economy
in which it resides; which in turn is a subsystem of society.
In a system the whole is greater than the sum of its parts and a
system functions through the interaction of each part to each
other part. No one can really act in isolation without it
affecting the whole.
The concept of systems was originally developed by studying
systems in nature, but approximately 40 years ago biologists
began to make the connection that families operated as systems
as well. It was seen that any one member of the family who had a
major problem that wasn't being dealt with (such as alcoholism)
would negatively impact on how the entire family functioned no
one in such a family would be unaffected. Through our
experiences in the corporate world, we have become more and more
aware that the whole concept of systems work is directly related
to companies and how they operate.
What is of importance in looking at this from a corporate point
of view is that all systems must stay in balance and will do
anything to stay in balance. If a system is closed, everyone in
the system will consciously or unconsciously collude in keeping
it that way (just like ignoring or colluding with the alcoholic
in the family). If anyone comes along who tries to break the
mould they won't last very long or they will eventually
capitulate (albeit resentfully) to the status quo.
The Closed System
A closed system operates out of inflexible, stuck, negative
rules designed to maintain an unchanging status quo. It is
dictatorial, controlling, perfectionistic.
In a closed system people don't talk to each other. They
second-guess each other and make assumptions. They gossip, take
sides and keep secrets. They are quick to
blame other people and
slow to take responsibility for mistakes, so there is minimal
accountability. People argue without getting anywhere. Conflict
of any kind is usually avoided and people will not confront a
problem even when it is glaringly obvious. On those rare
occasions when there is open conflict it usually doesn't get
resolved to everyone's satisfaction because people get stuck in
having to win while making the other person wrong and needing
them to lose.
As in a family, people get stuck in having the same arguments
over and over and never getting anywhere. Individuals stay
entrenched in their intractable positions and the most people
are willing to budge, if at all, is by agreeing to disagree.
While that may look reasonable on the outside it doesn't
actually move things forward and it keeps problems at arms
length.
That's why problems can fester away for years beneath the
surface, with suppressed angers and resentments never being
voiced or addressed. But because a system must always be in
balance, whether its functional or dysfunctional, those angers
and resentments will be expressed covertly. This might take the
form of undermining other people's positions, backstabbing,
spreading gossip, not passing on information, being obstructive.
Senior management are inaccessible: phone calls aren't returned,
e-mails aren't answered; people are in meetings all the time.
Personal needs are, for the most part, sacrificed to the needs
of the system, which usually means that everyone operates with a
degree of low-grade anger and frustration. Stress levels
increase enormously.
The Open System
An open system functions in a flexible, honest and fluid way.
Therefore, it is always changing as the needs of the company and
the people in it change. The company functions through good
communication which means being direct and clear, giving people
information, setting up structures which involve the consulting
process both up and down the hierarchy and most importantly,
accountability.
Differences are acknowledged and accepted rather than trying to
get everyone to fit in. Feedback is positive and actively
"feeds" the person receiving it. People are encouraging,
supportive and motivating to each other through recognition,
affirmation and stimulation.
For a system to deal with change as it occurs, it must be open,
stable and secure without being fixed and rigid in its
structures. There is a balance between autonomy and efficiency.
There are good boundaries where people express their needs,
expectations and requirements so that everyone knows where s/he
stands.
The workplace can become an enjoyable, creative place to be,
rather than feeling like a prison. People can have fun and can
feel as though they are contributing to the well-being of the
company and their own well-being.
Focusing on seemingly intractable problems from a systems point
of view can reduce many problems to manageable size and provide
simple yet highly effective solutions.
About the author:
Jo Ellen and Robin run Impact Factory a training company who
provide Organisational
Working, Public Speaking, Presentation Skills,
Communications Training, Leadership Development and Executive
Coaching for Individuals.
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