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Creating organisational cultures for the age of ideas

This article first appeared in CultureUniversity.com

Creating modern organisational cultures

By Dr Mark Powell and Jonathan Gifford

Many modern organisations are locked into a mindset – an organisational culture – that began with the Industrial Revolution in eighteenth-century Britain and was fully developed during the Second Industrial Revolution in the US. The great success of these revolutions – creating modern business and generating huge wealth – makes it easy to believe that what worked as a way of managing great corporations in the early 1900s is still the best way to run an organisation in the twenty-first century. But times have changed.

My Steam Engine Is Broken: Taking the organization from the industrial era to the Age of Ideas, sets out three core, culture-related ideas.

  1. Many organisations have a culture that is still unconsciously modelled on the managerial, ‘Steam Engine’ mindset of the industrial era; a culture which is fundamentally unsuited to the modern workplace.
  2. There are a number of core Steam Engine behaviours which actively prevent or destroy the things that modern organisations know that they most need from their employees – engagement, commitment and creativity, amongst others.
  3. Addressing and changing these core Steam Engine behaviours – little by little and piece by piece – will in time achieve a radical transformation of the organisation, creating a working environment suited to the Age of Ideas and freeing up the energies of the organisation’s members.

Locked in an industrial mindset

The great corporations of the early twentieth century quickly adopted Frederick Winslow Taylor’s Principles of Scientific Management, which argued that a new class of executives – managers and planners – were needed to reveal the ‘scientific’ approach to any particular task, which would yield the one best way of performing that task. Taylor was unabashedly prepared to argue that most workers were, in his words, ‘too stupid’ to discern the ‘science’ of their activities. Even workers with considerable skills carrying out complex tasks were, in Taylor’s view, not the right people to deal with ‘the science’ of their work, since even if they had the capacity properly to plan the best approach to their work, this would distract them from the work itself.

What was needed was another other sort of being: the manager/planner. Out of this patronising worldview came the persistent modern model in which every worker must have a manager, and that managers are superior to workers. Whatever Taylor may have said about ‘friendly’, ‘harmonious’, and ‘intimate’ cooperation between managers and workers, the mould was cast: workers worked; managers and planners (needed in surprisingly large numbers) managed and planned.

When ‘the  one best way’ is imposed on people in this way by a rigid, status-laden hierarchy, it creates the kind of dehumanising, de-energising, stressful and unhappy working environments that are still far too common today. It is rare to come across any organization where aspects of these behaviours are not still clearly in place, with the all too visible result that people feel put upon rather than inspired, and what should be a genuine community working together to achieve the same end is turned into an unnatural environment where one class of employee is constantly assessing, appraising and judging the other class. This is particularly damaging in the knowledge economy: when people are employed for their ideas and for their unique human skills (such as emotional intelligence), we shouldn’t be surprised if treating them like machines whose outputs are monitored and rated leads to disenchanted employees.

Ten ‘Steam Engine’ behaviors

Of the ten Steam Engine behaviours that we identify in the book, the two most pernicious are those to do with control and measurement. Every manager wants to feel that they are ‘in control’, and measuring everything that moves helps to create an illusion of control. But it is an illusion: a moment’s reflection reveals that we can measure and control processes, but not people. Dealing with people – human beings – requires a human approach. It’s trickier, but it’s perfectly doable. The old ‘command and control’ model really is past its sell-by date.

If a new approach to control and measurement will take some adjusting to, the other dimensions that we discuss, such as innovation, communication, devolved leadership, networking, diversity and other aspects of organisational behaviour find a ready audience. ‘You’re right,’ most leaders agree: ‘we really do need to get better at those things.’

The behaviours that are most in need of change will differ (of course) from organisation to organisation; it is the precise mix of these various behaviors that creates each organisation’s individual culture.

Some leaders may be concerned that their corporate culture is not good at enabling fluent, honest communication or at encouraging colleagues to develop vibrant networks of internal and external contacts. Others may worry that there is insufficient genuine diversity in their organization or that their organizational culture fails to encourage innovation. As Edgar Schein argues in a popular post on CultureUniversity.com, to identify which behaviors are having the worst effects it is a good idea to start with a business problem, and work back to the behaviours that are driving this.

Only you can judge what is most relevant to your own situation. Our argument is that all of these kinds of outmoded, Steam Engine behaviors interact with each other and that you will find (we believe) that when you address any one of these issues and begin to change the organisation’s behaviour in that one dimension, then the resultant new way of being quickly leads on to new perceptions and different ways of behaving in the other, related dimensions.

Setting out to ‘change the corporate culture’ with one almighty heave is difficult, daunting, and usually doomed to failure. Changing the organisation’s behaviour little by little, piece by piece, is achievable, and will slowly but surely bring about a real transformation, moving the organisation from an industrial mindset to one that is suited to the modern reality of our working lives.

 

Status stress: the perfect way to destroy creativity at work

Status stress: the perfect way to destroy creativity at work

Are you ever stressed at work?

That was a trick question. We are all stressed at work, in ways so fundamental that we do not even recognise them.

Work is a deeply unnatural social environment. People are actually very good at coming together to help each other to achieve a common purpose. When this is a voluntary process, the natural stresses and strains that are involved in getting on with a lot of other people are dealt with by a few million years’ worth of evolution of the subtle social behaviours that enabled our ancestors to do exactly that: to form effective, and quite large, social groups.

But when it is an artificial process – when, for example, people at work are introduced to a large group of strangers and told that these strangers are now their ‘colleagues’ and that one particular person is now their ‘boss’, then funny stuff happens in our brains.

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Command and Control – have we really moved on?

Command and Control – have we really moved on?

‘Command and Control’ is a phrase that we only use nowadays in connection with modern management in a tone of amused irony. We all know about command and control as the management system of choice from the earliest days of the major modern corporations—and we have definitely ‘moved on’.

Or have we?

Command and control systems used by the armed forces were deliberately adopted by the emerging corporations of the early twentieth century, as a means of ensuring that the most appropriate command decisions were taken by the general staff (senior management) and that these were effectively transmitted to the ranks (workers) via their officers (middle management).

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