All organisations operate as two equally important structures at one and the same time:

• the formal structure, and
• the informal structure.

Peace is more likely to reign where these two structures are treated with equal value and respect. 

War – or the threat of war – is more likely to be declared where either one is used to belittle or undervalue the other.

So – what’s the difference between the formal and informal structures – and how can they be used as tools of war or peace?

A:        The formal structure

The formal structure indicates the way things should happen – and are expected to happen – to support and strengthen the purpose for which the organisation exists.  It is a written and agreed structure that demonstrates:

1. the nature and extent of authority delegated throughout the organisation,
2. who is accountable to whom and for what,
3. how decisions are made, communicated, implemented and evaluated, and
4. how information moves through the organisation.

Examples of factors which need to be in place to influence the effectiveness of a formal structure:

1. agreed strategic priorities for the use or application of available or accessible resources,
2. policies and procedures for functions or activities that happen frequently,
3. position descriptions for each formal position,
4. systems in place to guide/ensure consistency in response to legislative, statutory and contractual duties, requirements and obligations, and
5. each person or group knowing and understanding the role and responsibilities of each other person or group within the formal structure.

A formal structure that genuinely reflects your organisation’s desired method of management and operation should be published and explained for all to see.  Then it becomes tool for peace.

A wise manager will use and display these management skills to deter war-like behavior through the formal structure:

1. adequate time allocated to planning, implementation and evaluation,
2. trialing and refining of ideas,
3. delegating the right tasks to the right people at the right time in the right way,
4. adequate, available and appropriate resources,
5. clear policies, procedures and work practices that contribute to continuous quality improvement,
6. adequate and appropriate financial and administrative systems, tools and competencies,
7. clear and open communication, and
8. negotiation and supervision.

Management is a combination of ensuring job satisfaction for staff, and meeting organisational demands.

B:        The informal structure

The informal structure, however, shows why things do – rather than should – happen.  It can change for better or worse without warning.  It may or may not have anything to do with the purpose for which the organisation exists – but will certainly impact on the effectiveness of the organisation.  Wise managers will monitor the informal structure closely and regularly, and show as much respect for it as they do the formal structure.

Examples of factors which influence the continually evolving informal structure:

1. personalities and friendships – within the workplace and externally,
2. sudden or lingering dislikes or disputes,
3. work-place relationships – particularly between people at different levels of authority
4. differing personal values, cultures or backgrounds
5. closeness or distance of people’s homes to each other, or to the workplace,
6. people travelling together to meetings or work-related activities
7. people mixing socially away from work,
8. family connections,
9. similarity or dissimilarity of education, qualifications or experience,
10. degrees of familiarity with or confidence in the formal structure, or
11. internal competition for scarce resources.

Regardless of whether there is an obvious and agreed formal structure in place, there will always be an informal structure – and this is where structure can become a tool of war.   People are left with their own interpretation of ‘what’s happening and not happening’ in order to interpret what is acceptable: the this can change according to who is interpreting.

Without a written and agreed formal structure, rules are not only unclear, they can be too easily revoked.  A procedure cited one day can be disowned the next due to a change in circumstance, a swing of unexpected support, new information, etc. 

A wise manager will display these leadership skills to deter war-like behavior through the informal structure:

1. interpersonal skills, including listening, questioning, observing, communicating
2. willingness to learn as well as lead,
3. ability to relate effectively to a variety of behaviours, personalities, contexts and constraints,
4. commitment to building and maintaining relationships,
5. understanding the willingness, ability and commitment of ‘followers’ (you cannot be a leader if others are not prepared or willing to follow your lead), and
6. acceptance of limitations.

Leadership is a combination of productivity and innovation.

Managers make decisions.  Sounds easy, doesn’t it? Some decisions are made by the Manager alone; others by the Manager in consultation with her/his team; and yet others by the team within their individual or group delegated authority.

However, the process of making a decision can be a ready-made tool in maintaining peace, dealing with the possibility or reality of war – or a ready-made weapon in declaring, waging and winning war!

And then, implementation of a decision can be a different challenge.  One or more team members may feel uncomfortable or threatened, the Manager may see the decision as undermining his/her authority or status, all may know that implementation will not be welcomed by others in their organisation or company, or insufficient attention to the work involved in implementation is given by one or more of the team – or the Manager her/himself.

A tool is a resource, able to be used, applied or adapted to attempt or achieve a pre-determined impact, result or outcome.   It is the manner in which tools are understood and applied which determine war or peace!  Funnily enough, the tools are the same for war as they are for peace.

Remember that internal warfare at worst destroys and at best renders the management role and function – and sometimes the manager – ineffective.

References are given throughout this checklist to Jean’s Definitions – freely available on this website.

1. What is a decision?

a)    the selection, or process of selection, of a course of action from a range of possible alternatives

b)    read Jean’s Definition of Assume: you’ll find this under Definitions on this website

2. What does a decision look like?

a)    decisions are a common factor in any workplace, and come in seven distinct flavours:

. routine

. non-routine

. contentious

. non-contentious

. urgent

. important

. unnecessary

b)    read Jean’s Definition – what’s the difference between management and leadership: you’ll find this

under Definitions on this website

3. How does a Manager assess the value of a decision?

a)    decisions should be in line with the strategic and policy framework of the organisation – and the Manager’s area of responsibility and sphere of influence

b)    always examine the workplace implications of a financial decision – and the financial implications of a workplace decision

c)    when a decision is made, record the decision and immediately initiate an action plan:

• what is the desired or intended result, and what are the steps necessary to do so
• who does what, and in what order
• what is the timeframe for completion
• what is the likely – or maximum – cost
• how is progress to be monitored and reported

d)    read Jean’s Definition of Effective Communication: you’ll find this under Definitions on this website

A decision-making procedure is a series of sequential steps which ensure a consistent approach to decision-making, including:

• identification and diagnosis of a situation, difficulty or opportunity
• reflective development of a plan to relieve or remove the difficulty, or to capitalise on the opportunity
• implementation of the plan’s success or otherwise.
• read Jean Roberts Update, November/December 2009, with articles on both risk and innovation

The process of decision-making is the manner in which the procedure is followed to ensure a consistent quality of decisions.

Decision-making is one of the most important and consistent functions of a Board. As can be seen from the sequential steps, the procedure for making a decision clearly falls into three distinct activities which can be broken down further into seven stages.

Critical Success Factors in decision-making are:

1              a clearly stated style and process of decision-making

2              strategies and procedures in place to ensure consistency in decision-making

3              access to the decision-making process for all who have either an interest in, or could be affected by, the process or the outcome of a decision

4              a record of all major decisions, which must also be recorded/documented

5              decision-making process and procedures that reflect the structure (ie delegation of authority and lines of accountability) and philosophy of the organisation

6               read Jean Roberts Update, January/February 2010, with articles on The Art and Science of Monitoring

The 7-stage decision-making model

Stage 1         Analyse the situation, difficulty or opportunity

Stage 2         Define and agree upon the situation, difficulty or opportunity

Stage 3         Examine alternatives for action

Stage 4         Explore implications of each alternative

Stage 5         Select the alternative to be acted upon

Stage 6         Implement the selected action

Stage 7         Review and evaluate the process and the decision

8 key questions to use in designing an implementation plan at Stage 6

As a basis for designing the implementation plan, the following questions are based around the eight key questions…  what, why, how, who, who for, when, where, and at what cost

Not every decision will need to be worked through to this degree of detail, as there will be many decisions made on the basis of:

• previous decisions, ie what has been done or not done previously
• existing policies and procedures, or
• expectations or requirements imposed by external factors or authorities.
• read Jean’s Definition of a Quality System – you’ll find this under Definitions on this website

• from research to development,
• from development to marketing, and
• from marketing through to implementation and evaluation. 

This R&D Tool – supported by Jean’s 10 Core Business Strategies – can be used by a manager to allocate and monitor available or accessible resources to support an increased focus on research and development.  

 Potential benefits from research and development:

1. strengthening core business competencies, systems and methods,
2. business growth,
3. bridging the gap – or gulf – between research and practice,
4. supporting creativity as a means of innovation – leading to entrepreneurial initiatives, and
5. increase in sales income and market share.

This R&D Tool demonstrates the process of moving from the decision to research an issue, need or opportunity through to evaluation of the completed activity based on such research.  The ‘marketing’ stage is often the most difficult, as this is the stage at which permission, sponsorship or resources must be obtained in order to proceed.

References are given in each of the nine stages to Jean’s 10 Core Business Strategies. 

There is one Core Business Strategy that is required through all nine stages: Strategic partnership relationships – checking the trust factor!  The ‘trust factor’ can protect you and your business interests.  you’ll find this under Core Business Strategies on this website.

 Research

Stage 1 – Explore a useful focus for research

• this will require both knowledge and understanding of an identified issue, gap, need, opportunity or problem – and assessment of likely costs and benefits
• read Jean’s Unshakeable Fact Test- Don’t believe everything you read, hear or are told: you’ll find this under Core Business Strategies on this website

 Stage 2 – Decide whether to proceed

If ‘yes’ - ensure you are driven by a clear understanding of – and commitment to – the likely benefits, and move to Stage 3

If ‘no’ or ‘not yet’ - identify and address reasons not to proceed at this time; if you decide to re-consider at a later date, begin again at Stage 1

• read Jean’s Business Brainpower – this is the ability to manage problems, create opportunities and accept challenge: you’ll find this under Core Business Strategies on this website

Stage 3 – Plan and commence research to consider likely products or services

• remember that research methodology is a means to an end, not an end in itself: as a small or medium enterprise, choose a process or methodology that is appropriate to the five listed benefits above
  • this stage could involve preparing proposals to access external resources such as finance, advice or expertise
  • read Jean’s Traps in Tendering and Outsourcing – when you know them, you can avoid them: you’ll find this under Core Business Strategies on this website

 Design

Stage 4 – Satisfactory completion of tested findings

• ‘satisfactory’ means you have confidence that one or more of the five listed benefits above are likely
• read Business Performance Indicators – Jean’s Measures and Targets: you’ll find this under Core Business Strategies on this website

 Stage 5 – Decide whether to proceed to the development stage

If ‘yes’, ensure the decision to proceed is endorsed by the appropriate authorities, internal and external

If ‘no’ or ‘not yet’, repeat stages 1-4 until you are confident to proceed

• read Jean’s Retrospective Planning Tool –ensuring a solid basis for forward planning: you’ll find this under Core Business Strategies on this website

Development

Stage 6 – Develop a detailed and costed plan, based on your research

• specify what you aim to achieve, produce or create – together with your desired return on your investment
• prepare a prototype of your new or different product or service
• develop a detailed plan, and schedule activity to produce or create a new or different product or service based on your efforts through Stages 1 to 5 inclusive, and your specifications/prototype in Stage 6
• read Jean’s Project Mentality and Management - an effective business tool: you’ll find this under Core Business Strategies on this website

 Marketing

Stage 7 – Marketing and promotional activities

• complete a features and benefits analysis as a basis for marketing and promotion:
  • a ‘feature’ is a component of a new or different product or service that can be described in terms of its satisfactory or effective contribution to the total product or service
  • a benefit is the value to the buyer or user of each feature
  • with this information, you can market and promote features and/or benefits to potential buyers or users
  • read Jean’s Marketing Strategy for SMEs: you’ll find this under Core Business Strategies on this website

Implementation

Stage 8 – Implementation of your Stage 6 detailed and costed plan, and your Stage 7 marketing and promotional activities

• this is the critical stage of balancing production with sales and marketing
• this is also the purpose of all previous activity, effort and planning
• read Jean’s Financial Risk Management – don’t neglect your debtors: you’ll find this under Core Business Strategies on this website

Evaluation

Stage 9 – Evaluation should be based on the five potential benefits from research and development, identified earlier:

1. strengthening core business competencies, systems and methods,
2. business growth,
3. bridging the gap – or gulf – between research and practice,
4. supporting creativity as a means of innovation – leading to entrepreneurial initiatives, and
5. increase in sales income and market share.

• measure where possible, and review Stages 1 through to 8 to assess the benefits of R&D, and of this R&D Tool.
• read The Art and Science of Business: Critical Success Factors – Jean’s A-Z: you’ll find this under Core Business Strategies on this website

With the title of ‘Manager’, an incumbent will have responsibility for the performance of a number of people who comprise ‘the Manager’s Team’.   The performance of a manager is dependent upon his or her ability to manage the team in order to achieve the key performance indicators, measures and targets assigned to the manager’s area of responsibility or span of control.

Whilst charged with this responsibility, the manager will also be one of a number of managers reporting to the CEO, who together comprise ‘the Management Team’.  The performance of the CEO is dependent upon her or his ability to manage this team in order to achieve the organisational key performance indicators, measures and targets.

Whether a manager or a CEO, the challenge is the same – to achieve agreed objectives with and through people.  Managing a team includes managing:

• the performance of individual team members, and
• the performance of the team as a unit, and
• the team’s cohesiveness and continuity.

Team Tool – Business Brainpower is introduced here, and expanded in Chapter 4 of my book, The Left and Right Brain Business.   I define it as:

”The ability to:

1. accept that people can think and act differently to you, then
2. understand why they do, and then
3. apply this knowledge and understanding in managing problems, creating opportunities and accepting challenges”

Team Tool – Business brainpower provides a key to:

• develop a successful team,
• enhance team processes, and
• achieve agreed team results. 

By understanding and anticipating team dynamics, a manager or CEO is much closer to increasing job satisfaction, effectiveness and productivity – and being able to confidently capitalise on opportunities as they arise. 

Team Tool – Business Brainpower begins with the recognition that any task has three major components:

1. the task itself – a series of actions or reactions,
2. the persons involved with or affected by the task, and
3. the environment within which the persons will be accomplish or achieve the task.

An equilateral triangle, with angles and sides of equal value and importance – demonstrating equal value and importance for three components – is the Business Brainpower triangle. The three angles and sides are task, persons and environment.   If you change any one of the angles in an equilateral triangle, you automatically change the other two angles: if you give one of these three components a greater or less value than the other two, you automatically change the value of the other two.  

Team Tool – Business Brainpower

A manager or CEO as team leader can apply this Team Tool to:

1. enhance and increase team performance and effectiveness,
2. enhance and increase self-esteem, self-confidence, and the level of job satisfaction among team members, and 
3. negotiate realistic expectations and achievable challenges with individual team-members.

Left and Right Brain Orientation

Read more about the Business Brainpower in The Left and Right Brain Business, one of Jean’s publications.  This book is based on Jean’s sympathetic study of left and right brain orientation through the observation and exploration of the attitudes and behaviours of people in their business activities, workplaces, families, social gatherings, community activities and public office.  This process has included a diversity of people and organisations.

Orientation indicates a person’s natural style, character­istics and behaviour, and is based on the dominance of either the left or right hemisphere of the brain.  The book introduces three styles:

• left-brain style, where the left hemisphere is more dominant than the right
• right-brain style, where the right hemisphere is more dominant than the left
• centre style, where there is almost no dominance between the left and right hemispheres

Individual values

Left-brain dominance tends to value attention to and completion of the task; right-brain dominance tends to value attention to the persons involved with or affected by the task; and the ‘centre’ style – where there is equal value for both task and persons – tends to value the environment within which the persons will be involved with or affected by the task. 

By identifying with the values associated task, persons and environment within the team, the manager or CEO will have a ‘point of entry’ into the distribution of values across the team.  With this point of entry, the manager can firstly influence and secondly move the consciousness, understanding and values of all team members to include task, persons and environment.

The objective is to have each person aware of and committed to the three components of person, task and environment.

The values of the Manager or CEO – and those of their respective team members – are potential contributors to an effective and productive team.  However, a wise Manager or CEO will adopt the equilateral triangle principle and display all three styles of Team leadership. 

You’ll recognize Dr Paul Hersey’s Situational Leadership:

What has long been needed is a system for managing people that is both conceptual and practical.  An easy-to-grasp system with a scope that is broad enough to permit its application to a wide range of situations is essential.  Such a model would promote a precise language in which managers could both understand and act upon the problems they experience in managing their people.  This new approach must build on the existing language of management so that learning it and using it are easily mastered.  Furthermore, this model must have face validity that allows it to be accepted and implemented from the executive suite to the first level of supervision.

Team Tool – Business Brainpower is compatible with Situational Leadership.

Left-brain style of Team leadership tends to be more practical:

• emphasise the importance of the task itself,
• focus on results and outcomes,
• delegate responsibility to analyse the problem,
• discuss facts, analysis, and interpretation of facts, and
• stay focused on the team task.

Right-brain style of Team leadership tends to be more conceptual:

• emphasise the importance of the persons involved with or affected by the task,
• focus on feelings and processes,
• delegate responsibility to brainstorm solutions,
• discuss possibilities and solutions, and
• stay focused on team dynamics.

Centre style of Team leadership tends to a balance between practical and conceptual:

• emphasise the environment that could impact on both the task and persons,
• focus equally on task and person, but in an objective manner,
• delegate specific tasks,
• provide a structured opportunity for discussion, involvement and decisions, and
• try to balance the focus on team dynamics and team task.

With a supportive work environment in which the Manager or CEO displays equal value for task, persons and environment, each team member will be able to recognise and accept the importance and value of their own strengths – together with those of their colleagues.

As explained in the introduction to Tool No. 1: Information, there are a number of tools critical to the management role and function – and the same tools can be used to declare and wage war, or to create and maintain peace.

The tragedy is that internal warfare at worst destroys and at best renders a manager’s role and function ineffective.  Staff with management potential can ease back and do less, lose their initiative, adopt a siege mentality and ‘speak only when spoken to’, or leave when other employment is found.  So much for succession planning!

It’s the manner in which tools are used – or abused – that determine war or peace! 

Managers usually work at three levels within their organisation:

1. with those to whom they report and are accountable, i.e. their CEO, and
2. with their peers, i.e. other managers, and
3. with their staff, i.e. those who report and are accountable to them.

The sad fact is that war can be declared within a manager’s staff or team without the manager’s knowledge or intention.  Therefore, recognising signs and symptoms of war is as valuable as the tool itself.

More about these three levels when we look at Tool No. 5: Structure.

The tragedy is that internal warfare at worst destroys and at best renders a manager’s role and function ineffective.  Staff with management potential can ease back and do less, lose their initiative, adopt a siege mentality and ‘speak only when spoken to’, or leave when other employment is found.  So much for succession planning!

 It’s the manner in which tools are used – or abused – that determine war or peace! 

Managers usually work at three levels within their organisation:

1. with those to whom they report, and are accountable, and
2. with their peers, i.e. other managers, and
3. with their staff, i.e. those who report – and are accountable – to them.

 The sad fact is that war can be declared within a manager’s staff or team without the manager’s knowledge or intention.  Therefore, recognising signs and symptoms of war is as valuable as the tool itself.

 More about these three levels when we look at Tool No. 5: Structure.

 Tool No. 1:        Information

Information is often referred to as the ‘life-blood’ of any organisation.

A manager is required to manage a variety of information from many sources, as well as oversee the processing of information by people within his/her span of control – which includes approving information for wider circulation.  Information can be processed, applied, altered, added to and often discarded through a series of procedures and processes in different ways by different people.    Therefore, consistency can be a challenge.

If information circulates appropriately, easily and well – knowledge and understanding will increase.

If information is stifled, circulated in a way that contributes to a negative use of power and authority, or is deliberately misinterpreted and misquoted – then we have a war-zone mentality with severe abuse of the ‘life-blood’ of the organisation.  The effect can be tragic.  The organisation can destroy itself from within.

It takes courage to demand information which you know should be freely available.  It takes courage to challenge people who are using information as a tool of war.    Intended or unintended abuse of information is one of the primary tools of war: conversely, strategic use of information can be a primary tool of peace.

When information flows freely, regularly and in sufficient and understandable and relevant detail, people can develop greater confidence in their roles and responsibilities – as well as in their manager.

The effectiveness of a manager can depend upon her/his effectiveness with the tool of information.

 Information can be mis-managed, which can:

1. cost money and time,
2. cause frustration and despair,
3. generate hostility and lack of trust,
4. contribute to defensiveness and counter-productive attacks,
5. distance the manager from others in the organisation,
6. distance the manager from her/his staff,
7. further complicate an existing undesirable circumstance, and/or
8. contribute to the very problems the manager may be working hard to redress.

 Un-managed information:

1. is ad hoc in nature, interpretation and use,
2. has no clear or accepted policy and procedure for its use,
3. carries no obvious accountability,
4. creates mixed and misleading expectations,
5. can lead to confusion, embarrassment, distrust,
6. can lead to reduced job satisfaction, low morale, and lack of personal and professional credibility, and/or
7. can damage the professional reputation of a manager and his staff.

Mis-managed or un-managed information is open to abuse, to mis-interpretation, and to negative and disruptive use of power and control.

To manage information effectively and efficiently, a manager needs to:

• treat information as a valuable and valued resource, product, or service, and
• clarify expectations and requirements as to availability, status, flow, processing, storage, access, back-up retrieval and disposal.

A Manager must ensure that:

1. one person is responsible for the content and quality of each piece of written or electronic information moving within or from her/his span of control,
2. each piece of information is carefully and strategically managed to and from each position and each level, and
3. every person within her/his span of control is able to manage information to and from her/his position effectively and efficiently.

 To manage information effectively, a manager’s staff must be able or be helped to:

1. express themselves adequately,
2. convey exactly what they intend and need to convey,
3. assess and compare information,
4. check – and then decide whether to trust – the source and the content, and
5. appreciate and accept the results of their own management of information.

Managers need formal information to be able to function effectively and efficiently, and to achieve their agreed objectives.  They also need informal information for support, sharing, feedback, floating of ideas and initiatives, inspiration, or removing stress and distress.

Managers need an appropriate and reliable  system (not necessarily expensive!) for the management of information.  The system needs to positively empower his/her people in performing their responsibilities as effectively and efficiently as possible.  (A quote here from Peter Drucker:  ‘effectiveness’ is doing the right thing: ‘efficiency’ is doing the right thing right)

If you would like to discuss information as a tool of war and peace in the world of management, please add your comments below.