Organizational Development: A Manual for Managers and ... - FPDL

The effect of coherence rises drastically with the number of elements in the organization - so do
the odds for incoherence and wasting energy on internal friction and tension. That is why some big
organizations do not even need an external client or mission to think about – they are busy enough
with their internal affairs… The call for coherence comes with the call for survival. When conditions
become dangerous and pressure rises – coherence comes on stage, as if by magic. However, it is
much better if sufficient coherence is reached within an organization before it gets too late.
The authors of the book, ‘From Chaos to Coherence’, propose ‘the four dynamics of IQM’ as a set
of tools for creating healthy coherent organizations. These are:
• “Internal self-management, which is based on understanding of mental, emotional and
physical processes in humans; evaluation of pressure on the individual; identification and
plugging the leaks in his own personal system; increasing the capacity for intelligence.
• Coherent communication, which is based on achieving mutual understanding; nonjudgemental
listening; hearing the essence; being authentic.
• Boosting the organizational climate, which is based on building a healthy organization
(supportive management, contribution, self-expression, recognition, clarity, and challenge);
combating the ‘emotional virus’; paying sufficient attention to human qualities (such as
adaptability, flexibility, care, and appreciation); and
• Strategic processes and renewal, which is based on teamwork and synchronized systems;
complex decision-making and project planning; coaching as an essential management skill;
leadership, creativity and innovation.’
The authors believe that, ‘In an age of chaos, organizations rise and fall more due to emotional
management or mismanagement within the culture than mere product success or process
improvement. Intelligent organizations of the future will maintain a keen awareness and
appreciation for each dynamic, adding emphasis and focus as changing conditions necessitate.”
(Childre and Cryer, 1999)
It goes without saying, that the best organizational performance is achieved when people in the
organization do their best, and people do their best when they feel well. People in any kind of
organization feel good when doing well. A good job creates a good feeling. Working well, together
with others, should be a great pleasure. It is like playing jazz. Let’s enjoy together, ‘A Jazzy
Metaphor’ of Edwin E. Olson and Glenda H. Eoyang, from their book about Complex Adaptive
Systems (CAS):
“…A jazz ensemble is a complex mix of interactions among the individual musicians, their
instruments, and the audience.
…Each of the musicians in a jazz ensemble is autonomous. They interact as they
play. No formal conductor is needed. They bring their own intents, biases, levels of interest,
experience, and aesthetics.
138