Jean Roberts

Management is responsible for consistency in operational performance: consistency is dependent upon acceptance of and adherence to a statement of philosophy

The purpose of this Group Activity is to determine whether a statement of philosophy exists, and if so, the effect and impact of the statement upon individual and organisational conduct, behaviour and performance.    Most importantly, the statement of philosophy should be examined as to:

• the desired individual and organisational effect and impact of the statement,
• likelihood of misunderstanding or misinterpretation,
• assessment of the current effect and impact, and
• scheduling of appropriate improvements.

1.            Pose this question to the Management Group: is the Group aware of the existence, effect and impact of a statement of philosophy?

 Discussion should follow along these lines:

• is there an existing statement of philosophy, and how is it displayed, communicated, applied and monitored throughout the organisation,
• is it likely that any individual within the organisation could misunderstand or misinterpret either the statement itself, or the value placed on the statement in the manner in which the organisation operates,
• what procedure has been followed for the development, acceptance, endorsement and implementation of the statement – and is it appropriate today,
• is the statement reflected in practical terms by the Group in decision-making and planning, and
• is the statement accessible, and used as valuable and important information in the  orientation of new staff.

 2.            From this discussion, the current importance and acceptance of the statement will become apparent. The opinions of the Group members should be noted as discussion continues.

 3.            Attention needs to be given now to the record of opinions.  Is there agreement that particular actions, including consultation, need to be taken to:

• establish a statement of philosophy in the event that none exists,
• review the existing statement to ensure it is suitable, acceptable and appropriately used and respected, and/or
• review and formalise the procedure for the development, acceptance, endorsement and implementation of the statement.

4.            Allocate responsibilities – and resources – for agreed actions, and agree on completion dates.

5.            Turn attention now to the practical use and application of the statement of philosophy, including:

a)      role clarity – is each individual and team confident of the expectations and requirements of the demands of their role in the organisation,

b)      role behaviour – is it possible for an individual or team to impose their own philosophy through misinterpretation or absence of an endorsed statement, and do we understand the level of risk if this occurs?

c)      individual job satisfaction – does the endorsed statement contribute in a practical manner to the level of individual job satisfaction among operational staff, and

d)      does the statement present an acceptable,  practical and positive basis for assessment of individual and organisational behaviour and performance.

Suggestions that may be useful for the Management Group in this activity:

 1.     Use and application of a social or theoretical model as a basis for the statement of philosophy.  such a model should consist of three levels:

• the purpose of the model,
• the components which together comprise the model, and
• the elements which comprise individual components – which is the level of practical application.

2.     Where a social or theoretical model is to be followed, be sure to use language and style that are:

• appropriate and relevant to the currently endorsed strategic priorities, financial limitations, and the agreed  stage within the organisation’s life-cycle (eg establishment, innovation, maintenance, evaluation/review),
• easy to understand, taking account of differences and diversity among operational staff,
• avoid misunderstanding or misinterpretation – whether accidental or intentional,
• can be applied and followed easily, with safety, and with positive effect and impact on operational activities, functions and responsibilities.

3.      Be assured that, where an organisational statement of philosophy does not exist or is not known or respected, individual philosophies will surface to fill the void: this can lead to confusion and distrust – with distortion of the Management Group’s expectations and requirements for individual and operational performance,  

 4.     The following extract from my book, The Left and Right Brain Business, is just one benefit from a statement of philosophy that is respected by the Management Group and operational staff:

• I have found that identifying and respecting the reasons for particular actions and re-actions contributes to resolving many of the problems inherent in employing staff, building teams, allocating responsibilities and achieving desired results.  It is most important to understand and predict human behaviour in a specific environment when creating effective business and workplace relationships – which means understanding:
  • how and why people think, feel and act differently,
  • how to recognise and manage ‘people’ problems,
  • how to create opportunities for yourself and others,
  • how to build organisational success through Business Brainpower, and
  • how to improve your business, workplace and personal relationship.