Jun 24, 2015

Who of you would argue about working in an environment where there were clear lines of communication, greater effectiveness, and more clarity in the processes of the organisation? How many of you would like to feel part of the team, understand your place in the organisation, and feel less frustrated?

If your answer is “I would”, then you are very clearly a candidate for the “system prism.” Now this is not for everybody, and there are those souls who march to a different drummer, who find systems a bit of a straight-jacket. I believe they feel that they need to be flexible and responsive to the environment and that too many systems become bureaucratic.

I’m a systems person, and for the most part, my reasoning is that a systems approach is an integrated set of facets that establishes policies and objectives, and enables these objectives to be achieved effectively. The key facets I believe, are those that govern the structure, resources, processes and culture of the organisation (Neil Redman International Atomic Energy Agency).

Facet 1: Structure and resources

A clear structure and understanding of accountabilities and responsibilities of all employees is needed to minimise confusion and overlapping of tasks. Frustration can be rife when certain people end up doing others’ work, while others seem to “coast”. Clear lines of communication and chain of command systems simplify levels of authority.

Resources can mean anything from work space, money, time factors, or skills, to name but a few. I’d like to focus on people, because they are an organisation’s greatest investment, and like all investments, they need to be nurtured and looked after; periodic reviews, frequent communication, and not being left behind, are critical. Likewise, people are also an organisation’s greatest asset, and they should be encouraged to flourish by nurturing their creativity, and acting on their ideas, thereby adding to the intellectual capacity of the organisation. I remember someone saying that the complexities that present today, are not solved by one person alone, but by the combined intellectual capacity of the organisation. It stands to reason then, that any organisation cannot leave this to chance, but needs processes to harness this capacity.

Facet 2: Processes

To me, processes represent how a game is played. If everyone understands how it all works, then there is likely to be greater consistency, and greater likelihood of common purpose for the business. I also believe that employees feel safer knowing what systems are in place and how it affects them. Take for example an employee who has a grievance about a work practice. If a system exists for them to raise the matter confidentially, and follow the process until the matter is resolved, knowing that there will be no victimisation as a result of raising the grievance, then there is a certain level of comfort in that.

Processes apply not only to internal interactions, but also to the interface with the client. Once the customer understands the organisation’s processes, it makes for greater collaboration and productivity. It also defines the parameters of the relationship which I believe will result in repeat business, since I believe it increases confidence in our business.

Processes that enhance people potential include feedback mechanisms, reward systems and clear discipline boundaries. Of these, the feedback system is critical because it allows both the individual and the organisation to benefit. If the individual knows where he or she is doing well, or needs improvement, and it is achieved, then it is a win-win for both parties. Knowing what someone aspires to is another benefit of feedback because it gives an insight into their values and what motivates them. Feedback should also include regular updates to all the stakeholders regarding the achievement of objectives and goals. But feedback also comes in the form of group discussion and debate. Take for example the remodeling of the office, where a certain layout was favoured, but someone pointed out that it had been tried in the past and that there were particular problems. Management could consider alternative solutions rather than wasting resources on an approach that has been demonstrated to be ineffective.

Of course, the best designed system in the world is worth nothing if it is not adhered to. Management have a responsibility to set an example, and to take corrective action where someone colours outside the lines.

Facet 3: Culture

The culture of an organisation says a lot about the health of a business. Where people feel supported and safe to speak their mind, and receive acknowledgement for their efforts, and essentially, are treated as the enablers of the business, the business likely becomes an employer of choice. What is reflected is therefore, congruence in values between the individuals/teams/departments and the organisation as a whole. This impacts on the recruitment processes, which hopefully encourages diversity rather than the usual “fit in” mentality. This diversity and innovation is likely to lead to a culture which embraces change and innovation, yet balances this with the experience and wisdom of other employees.

Ways to enhance the culture of an organisation can be through role modelling. Management must "walk the talk." Another is through symbolic action, where awards and recognition should mirror the values of the organisation. It is all good and well to say you value service, yet only reward the production team and not the maintenance teams who contributed to the smooth running of the equipment that made the production possible. And finally, selective hiring, which I have already mentioned.

In conclusion, I think I have made the point that if the system prism is truly integrated and relevant, I believe that even change and challenge can be met head on, successfully, because everyone is part of the organisation and pulling in the same direction.