The effectiveness of any instrument, strong or weak, in fulfilling its rationale depends on:
the exercise of personal influence bolstered to a greater or lesser degree by ● a specifically assigned authority.
The internal structure is relevant in that personal influence depends in each case on the proper use of the two Levels.
the upperLevel must be handled formally i.e. in accord with what is explicit and official, aligned with policy or procedural requirements or otherwise determined as a management decision. Formality creates a recognizable social role.
the lower level must be handled deliberately i.e. being considered, explicit, firm and positive in whatever is decided and done. Being deliberate injects focused intention into action.
Why are some instruments more popular than others?
The answer in most cases comes down to the required personal mentality (i.e. a THEEidentity), something that can neither be counterfeited nor commanded—nor, for most people, developed.
To take all necessary action to keep the organization running properly.
Stronger form: Management
The manager is an achiever, who: Formally accepts accountability (CL2) for the performance of subordinates so as to deliver outcomes within their assigned area & Deliberately takes action (CL1) in a dynamic fashion that adapts and adjusts to reach desired objectives.
Weaker form: Administration
The administrator is an organizer or bureaucrat, who: Formally accepts accountability (CL2) for the duties of the office held & Deliberately takes action (CL1) in a procedural way.
It is actually line-management that is so hard. Not everyone is willing or able to carry this responsibility. The reason is that the necessary attitudes, relationships and activities touch on personal identity. Read more.
To clear evident disruptions to the efficient flow of work.
Stronger form: Trouble-shooting
The troubleshooter is a rescuer, who: Formallygrips issues (CL3) that cross organizational boundaries &/or are politically sensitive & Deliberatelyaccepts accountability (CL2) for resolution and a satisfactory overall outcome.
Weaker form: Supervision
The supervisor is a fall-back, who: Formallygrips issues (CL3) that arise in an assigned zone of work & Deliberatelyaccepts accountability (CL2) confined to the role and within the remit.
Causes of Failure
Wilfully ignoring, turning a blind eye, displacing the aggravation or using work-arounds.
Troubleshooting requires inquiring that is not completely natural to action-oriented executives. But the big difficulty is that any troublesome issue is typically a system of inter-connected problems. As a result, it demands holistic (or systems) inquiry, and this approach touches on personal identity. Read more.
To organize, enthuse and enable a relevant group to pursue specific goals
Stronger form: Leadership
The leader, invested with charisma: Formally sets directions (CL4) in a way that others willingly follow & Deliberately grips issues (CL3) so as to personally ensure obstacles are overcome and progress is made.
Weaker form: Coordination
The coordinator is a chairman i.e. first among equals, who: Formally sets directions (CL4) as the convenor &/or chairperson and guide for the group & Deliberately grips issues (CL3) that the group is expected to handle as best it can.
Causes of Failure
Chaotic organization, weak strategic direction and continuous unresolved crises.
It is assumed that everybody can be a leader by acquiring necessary skills. Perhaps so. However, to make progress, leadership demands both a mastery of the situation (difficult) and an ability to handle people (even more difficult). These abilities touch on identity issues. Read more.
To enable the controlled definition and implementation of a necessary change.
Stronger form: Project-management
The project manager tackles complexity, and so: Formally uses information (CL5) before, during and after the project in a disciplined way & Deliberately sets directions (CL4) in detail for all relevant objectives: steering the project to handle obstacles, control resources and meet milestones, so as to deliver the change within budget.
Weaker form: Planning
The planner works in well-understood, well-structured, stable situations and therefore: Formally uses information (CL5) to ensure realistic project goals and task specification. & Deliberately sets directions (CL4) in the form of logical and prioritized steps to produce the desired outcome.
Causes of Failure
Not adjusting plans to emerging realities, and failing to involve those affected.
Project management is powerful. As a systematic approach to management, it touches on identity, and requires a number of identity-defining abilities. Because using it well often requires highly paid assistance from expert consultants, they naturally recommend it. Read more.
To reinforce what is desired and discourage what is unacceptable in work.
Stronger form: Reward & Punishment
The reward-punishment pair are direct conditioners of behaviour of everyone, as well as the person directly affected. That means: Formally channeling aspirations (CL6) for the benefit of the organization by offering visible signs of approval/disapproval & Deliberately using information (CL5) to shape attitudes and condition behaviours of many, not just the individual targeted.
Weaker form: Praise & Criticism
The praise-criticism pair are educational and somewhat indirect in their effects. That means: Formally channeling aspirations (CL6) within a particular role using words alone, often privately or in a small group. & Deliberately using information (CL5) to provide details that justify the comments.
Causes of Failure
Excessive personalized attacks/abuse or unfocused expressions of value. Cultural inhibitions or prohibitions in regard to either the negative (criticism and punishment) or the positive (praise and reward) aspects.
This is the «carrot-and-stick» theory: widely despised, almost hated, by the quasi-academic consulting industry. It is popular because it seems so easy and it works. However, it is problematic because it poses an ethical challenge. Read more.
To ensure the other(s) understand the nature of the situation and their part within it.
Stronger form: Imposition
Imposition is definitive, and seeks to: Formally evolve mindsets (CL7) towards an acceptance of a contested situation or controversial choice & Deliberately channel aspirations (CL6) to connect with and support what is proposed.
Weaker form: Promises
Promising is ringed by uncertainty, and seeks to: Formally evolve mindsets (CL7) that promote a specific action, choice or outcome of benefit to the promisee. & Deliberately channel aspirations (CL6) to fit with the personal wishes of the recipient.
Causes of Failure
Often communicated poorly. Power-centred domination of staff or pragmatic manipulation to get cooperation and obedience.
These two courses of action seem so easy. However, their effectiveness depends on the credibility and the status of the person exerting authority, and also on the way language is used—which is an identity-dependent feature. Read more.
Libraries of books and reams of articles have been written on many of the instruments for control and influence. Even whole industries, research and consulting, have been built around leadership and project-management.
It was inevitable that this part of the framework of expectations-obligations in organizations would have by far the most topics. Nevertheless, TOP is not meant as a substitute for wide reading and experience, so this THEE inquiry has limited goals: ►
In this case:
to put the «instruments of control» into context
to get to the essence of their function
to specify their taxonomic construction
to identify crucial properties
to clarify common confusions and errors
Have you noticed that these instruments of authority have a particular vulnerability?
toggle-clicking here.