The the values for achievement.can be developed by focusing on:
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 theand 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 &
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.
THEE Names & Core Concerns:
L'-1: Core concern: What are our goals?:
L'-2: Core concern: What are the relevant facts?:
L'-3: Core concern: What can I do easily now?:
L'-4: Core concern: What compromise will stick?:
L'-5: Core concern: What leads to balanced development?:
L'-6: Core concern: Who is accountable for this?:
L'-7: Core concern: What will enable personal growth?:
All achievement comes back to the choices and decisions that are made. So:
► all organizations require
► the organization's goals are the .
Who makes decisions for the organization? 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 «». 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 —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 Dynamic means that personal and social forces are continuously operative, so that conditions or choices of one factor affect the functioning and state of other factors.» 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.
Originally posted: 20-Jul-2011