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

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In general, there are a few options for the typical kind of response, and an unlimited number of possible behaviours within each mode. One could say that the mode of behaviour depends on some regular reasons and represents certain order, and the specific reaction within the mode represents chaos. This behavioural chaos as any chaos is definitely bounded and it is often unpredictable at the same time. Now let us see how it works. How to respond? Random search In the state of comfort an organism is quiet; it may even sleep. The state of discomfort requires activity. The first and general reaction of an organism to an emerging need is anxiety. If the specific reaction to the given situation is not somehow determined, it can only be accidental. The law of nature is simple. Doing nothing in a state of rising discomfort means death when the boundary of existence space is reached. Doing anything in this situation means to utilize a chance to satisfy the need accidentally and stay alive. Delay in doing ‘at least something’ means fewer chances to survive. Thus the simplest and most universal mode of behaviour comes to light. Mathematics called it random search. It may help when nothing else helps. It never pretends to give an optimal solution. It may occur to be harmful. But it gives a chance, only a chance. When nothing else remains – it may mean a lot. Since random behaviour is always bounded by the set of available alternatives, it represents chaos. If an organism has no memory, each time the situation looks new. So, next time in the same situation, an organism without memory might apply the same mode of behaviour - the new random search, in this case. Thus, unconditioned choice supposes absence of memory. Stereotype behaviour If an organism has a memory and may recall a repeating situation as a known one, and also recall the randomly found reaction that helped in the previous case (identified as the same or relevant) – then a random search is not needed. Even anxiety does not come – instead the organism switches to a programmed reaction, fixed in the memory as a kind of software to supplement the hardware of the structural mechanisms of homeostatic regulation. This program may involve a certain set of different simple actions. That is why this mode of response is called stereotype behaviour. 26
One can find very different names for this kind of behaviour in academic literature, sometimes even several names in one place: “In decision-making, old behaviours that are used in new but similar situations are called policies. In the psychology of learning, these pre-formulated actions are called habits. In social psychology they are called scripts.”(Beach, 1997) Just great! Gary Klein calls ‘the simple match, in which the situation is recognized and what has been done in the past is done again” as the “first level of the RPD (recognition-primed decision making) model” (Beach, 1997). The author is definitely not in a position to further the academic discussion on the matter, so, let us call stereotype behaviour just stereotype behaviour. The set of available reactions is fixed in the memory of an organism and allows it to form acceptable responses immediately, thus increases the chances for survival. This set depends on the experience of the organism and the size of its memory, and form another area in the space of existence – the multitude of familiar situations for which reactions are pre-programmed by the previous history – a zone of stereotype behaviour. Stereotypic reactions are not necessarily the best ones. Nobody knows if they are the best or not, unless the organism has already tried different ways. As long as they work, stereotypic reactions create insurmountable barriers for the further search. Another disadvantage related to the stereotype reaction is that it works, even though not optimally, only if the situation is really the same. A mistake in perception is always possible. Organisms seldom recall a ‘familiar’ situation by analyzing all parameters – they just recognize one or another feature of the pattern (stimulus) and presume that the situation is ‘the same’. However, if the situation is not the same – the stereotype reaction is by no means better than a random search, and if it is not successful and tends to repeat over and over in the same way (which a random search would never do) – it may be much worse. An organism may find itself trapped by its previous experience and not able to try another way out. Then it may die. For all other situations outside of the zone of stereotypic behaviour, the random search ‘rules the ball’, if nothing else remains. Stereotype reactions Random search Picture 3. Zone of stereotype reactions 27
Page 1 and 2: FPDL- Partners for Local Developmen
Page 3 and 4: Table of Contents Pages Preface and
Page 5 and 6: Chapter 2.4 Internal Relations Mana
Page 7 and 8: scientists (psychologists, sociolog
Page 9 and 10: Part I. Key Aspects of Organization
Page 11 and 12: non-linear, such systems permanentl
Page 13 and 14: Coherence comes directly from both
Page 15 and 16: Substructures Interrelations betwee
Page 17 and 18: Self-emerging order Synergetics hel
Page 19 and 20: conscious) activity as separate fro
Page 21 and 22: • A healthy organization defines
Page 23 and 24: Chapter 1.2 Basic Modes of Behaviou
Page 25: This dynamic response of the struct
Page 29 and 30: Picture 4. Potential goals and traj
Page 31 and 32: Thus, the zone of rational behaviou
Page 33 and 34: Innovative behaviour For human orga
Page 35 and 36: director when placed in a different
Page 37 and 38: The art of management lies in the a
Page 39 and 40: example, under a middle-controller,
Page 41 and 42: uying expanding memory of computers
Page 43 and 44: Chapter 1.4 Structure and Procedure
Page 45 and 46: adhocracy usually involves project
Page 47 and 48: managers, who sincerely believed th
Page 49 and 50: A few months ago, the Klaipeda Coun
Page 51 and 52: But some survived. One can find now
Page 53 and 54: When it finds itself in a zone of d
Page 55 and 56: Recognition of a signal from anothe
Page 57 and 58: The sequence of artificial signals
Page 59 and 60: Communication barriers The process
Page 61 and 62: Chapter 1.6 Interaction and Coopera
Page 63 and 64: Picture 10. The games we play. The
Page 65 and 66: eginning, but as they become accust
Page 67 and 68: Win А +110, -50 +100, +50 +70, -60
Page 69 and 70: aggression can make the trajectory
Page 71 and 72: Chapter 1.7 Landscape for Developme
Page 73 and 74: Landscape If the factors that creat
Page 75 and 76: Chapter 1.8 Key Functions of an Org
Page 77 and 78:
Providing quality services is much
Page 79 and 80:
Customers in general can be classif
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Chapter 2.1 Problem Solving Indeed,
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esources to cure these consequences
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some managers, seeking opportunitie
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or involved in the implementation p
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However, usually this does not help
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Chapter 2.2 External Relations Mana
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them. They do not need any particul
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ecognized yet - others may be recog
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Any organization has specific capab
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CRM ensures a better understanding
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customer needs. Thus, ‘product my
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Internal failure costs include wast
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The second barrier of this kind is
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o ISO 9004:2000 provides guidelines
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excellent performance, and 2) ‘re
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of ‘concepts’ only. Some organi
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well is a kind of mental disease. T
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do something is definitely on the s
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equired level, or not. It does not
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• Team keeps in its hands all nec
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Scott and Jaffe give a very good de
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Business Process Reengineering It m
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• Focusing on developing around p
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In a world without chaos, the survi
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The behaviour of an organism depend
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• Systems Thinking - a way of thi
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• Justifying Concepts (involves
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Only proper selection of members fo
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present IQM concept as a “set of
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The minimum specifications of place
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action by its hypothesis that a cer
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follow and control it every moment
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Thus, the whole strategic managemen
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whole must do it, if it is a self-o
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The challenge lies in the fact that
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But these changes would not happen
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Picture 24. What training can addre
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neighbours. But he will never know
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Training design and delivery Traini
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checkpoints, turning points, bifurc
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Literature 1. Beach L.R. (1997) The
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38. Horovitz J. (2004) Service Stra
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SUPPLEMENT 1 Open Society Institute
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Part 1 Introductory theoretical fra
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A specific pro and contra managemen
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Examination of the legislative docu
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other department or not provided at
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Auditing procedure Diagram 5 Auditi
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Answers to this question will vary
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• What is the underlying principl
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odies have a different direct manag
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First of all, during the interviews
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• Please name your direct chief(s
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All descriptions must be agreed wit
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We leave issues related only with t
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Draft audit report After the interv
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Supplement 2 Local Government and P
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particular training proposals? Whic
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1.Objectives 1.1 PROBLEM. As any co
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espect of capacity, may come throug
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communication. The resonance with t
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For example, the objective of the c
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co-operate will be frustrated and g
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9. Tools 9.1 WARMING UP AND TUNING
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Then trainees may agree to believe
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Third - the cases should not be too
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course of training. Therefore, it i
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entertainment. Normal process of tr
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Nevertheless, sometimes trainer can
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SUPPLEMENT 3 FORMS AND QUESTIONNAIR
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___________________________________
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Organization of Control 1. What is
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Interaction and Cooperation 1.What
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Problem Diagnosis 1. What is the or
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7. Which goal should be set now as
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