Organizational Achievement

The Framework & Its Relevance

The framework for organizational achievement can be developed by focusing on: the values for achievement.

NOTE: These achievement values were discovered in relation to strengthening management culture. So you would be wise to get some familiarity with that spiral trajectory. To help you follow the story of this framework, focus on how and why one Stage leads to the next.

This framework clarifies the determinants of achievement and is for anyone who feels a responsibility for the organization. It can be directly useful for:

► insiders, like leaders, directors, senior managers,
► outsiders, like consultants, facilitators, trainers;
and, with modification, it provides a map for:
► any employee &
► entrepreneurs.

Strengthening the management culture takes time, but it is worth the effort in terms of its enormous potential to enable achievement.

Nevertheless, culture remains the context for work, not the work itself—i.e. not the efforts that produce tangible, desired achievements.

The actual work—in running operations and pursuing strategies for growth—must go on irrespective of whether the culture happens to be chaotic or sophisticated, improving or degenerating.

Decisions & Achievement

THEE Names & Core Concerns:

L'-1: Rationalist: Core concern:Closed What are our goals?

L'-2: Empiricist: Core concern: Closed What are the relevant facts?

L'-3: Pragmatic: Core concern: Closed What can I do easily now?

L'-4: Dialectic: Core concern: Closed What compromise will stick?

L'-5: Systemicist: Core concern: Closed What leads to balanced development?

L'-6: Structuralist: Core concern: Closed Who is accountable for this?

L'-7: Imaginist: Core concern: ClosedWhat will enable personal growth?

All achievement comes back to the choices and decisions that are made. So: 

► all organizations require organizational decisions
&
► the organization's goals are the rationale for employee decisions.

Who makes decisions for the organization? Closed Everyone. The «big» decisions might seem to be taken by the CEO, or even by the Board of Directors. However, many managers play a significant part in determining inputs to such choices. From a supplier or customer viewpoint, middle managers and junior employees often make «the organization's decision» that matters for them.

No matter who actually decides, an organization's decisions are conventionally said to be made by «The Management». This convention will be followed here.

Only persons, i.e. human beings, can make decisions. An organization cannot make decisions for itself. But being a «human system», it can have decisions made for it by its staff. Also, the values within each decision-making approach—as found in the management culture framework—can operate in the organizational community.

With a values-based perspective and a focus on achievement rather than specific decisions or culture, the decision-making framework is applicable to organizations.

Organizational choices interact with each other in a «dynamic» way. So this framework will provide a comprehensive picture of the factors and forces that enable an organization to achieve. 

When posted, you can see the final picture-answer before starting your journey.

Now: 

Originally posted: 20-Jul-2011