Degeneration and Transition
Stage-3: Dialectic
Most people like entering the social zone at work. So the → transition can be rapid and relatively easy because it builds on departmental divisions, self-interest, professional identities and the general dislike of unresolved conflicts.
While gains in productivity can be high following resolution of major issues, soon the fat is gone and cost improvements level out at 2-3% p.a. max. Annual improvements of the order of 10+% p.a. seem impossible—yet some competitors will be capable of this. Increasing the pressure on managers may lead to degeneration of dialectic values.
Grip issues degenerates into Stirring. 
i.e. ►
Work together degenerates into Carve-ups. i.e. ►
Find compromises degenerates into Fudges. i.e. ►
Respect differences degenerates into Stand-offs. i.e. ►
Structure debates degenerates into Bickering. i.e. ►
Satisfy groups degenerates into Appeasement. i.e. ►
Identify with a group degenerates into Snobbish arrogance. i.e. ►
Where to Next?
The underlying problem is that naturally reinforce structural divisions. Managers dutifully work compromises, but do not actively integrate their efforts with others, or consider wider consequences for the organization.
What if there is no further pressure for change?
Options
If external or internal forces are pressuring for improvement, then just three courses of action seem possible:
► Rewind the spiral: just drive people ever harder.
Managers usually do their best to respond, but relentless pressure and continuing failure to meet impossible requirements induce demoralization or cynicism.
The end result is usually to increase the use of unethical and exploitative methods, 'unknown to' and 'unauthorized by' senior managers. E.g. in government bureaucracies, it is usually easier and more acceptable to all, especially politicians, to falsify figures.
Alternatively, artificially good results in the short term may be generated by cutting development, capital investment, senior management or maintenance expenditures. The dire consequences of such cuts will not show up for some time.
► Become infatuated with the latest IT vision.
The view that technology itself can bring about a necessary culture change (e.g. in treating customers better) has validity, but it does not address the fundamentals of management—which is our concern here.
The idea that computerization will integrate an organization, transform its business operations and radically cut costs is appealing. Unfortunately, all too often the organization is not capable of implementing large-scale change governed by a common goal.
In general, the culture at this point does not use information well because managers view information unrelated to their own immediate responsibilities as more interfering than useful.
► Progress to
Recognizing and affirming values and objectives, that unify people in their work, directly addresses the organization's existing diversity and splits.
Shared values can overcome divisions created by structures and tribes. They can energize and direct the working together permitted by the dialectic process. They also permit effective IT projects.
But: managers will only take organizational objectives and values seriously if the management culture fully supports them. That entails installation of values of the Rationalist Mode.
The next Stage is the .
But, if you have recognized that you are a , then read this first.
Originally posted: 17-Jun-2011