© 2003, Robert V. Fogel All Rights Reserved.
Bob FogelDean for AdministrationHarvard Graduate School of Education
Congruence:A Point of View About
Organizational Change & Performance
© 2003, Robert V. Fogel All Rights Reserved.
How do you go about diagnosing and solving organizational
problems?
Do you have a favorite “formula” or process?
Do you have a mental model of an organization?
What is it?
Do you use it?
© 2003, Robert V. Fogel All Rights Reserved.
Vision/Strategy/Objectives• What is our vision ?• How will we succeed?• What are our objectives?
Vision/Strategy/Objectives• What is our vision ?• How will we succeed?• What are our objectives?
Executive Leadership• Behavior• Information• Symbolic action
Critical Tasks• What key tasks have to get done to implementthe strategy?
Critical Tasks• What key tasks have to get done to implementthe strategy?
People• Do people have the re- quired competencies?• Are they motivated?
People• Do people have the re- quired competencies?• Are they motivated?
Culture• What are the norms, values, attitudes, and behaviors needed?
Formal Organization• Structure? Controls?• Rewards? Careers?
Fit Performance
Congruence Is All About Alignment!!!
CONTEXT
CONTEXT
PERFORMANCE
PERFORMANCE
OUTPUTOUTPUT
ENVIRONMENTENVIRONMENT
RESOURCESRESOURCES
HISTORYHISTORY
VISIONSTRATEGY
OBJECTIVES
VISIONSTRATEGY
OBJECTIVES
© 2003, Robert V. Fogel All Rights Reserved.
Vision
Strategy
Objectives
What Are Your Vision, Strategy and Objectives?
© 2003, Robert V. Fogel All Rights Reserved.
OUTPUTOUTPUT
ENVIRONMENTENVIRONMENT
RESOURCESRESOURCES
HISTORYHISTORY
VISIONSTRATEGY
OBJECTIVES
VISIONSTRATEGY
OBJECTIVES
© 2003, Robert V. Fogel All Rights Reserved.
OUTPUTOUTPUT
ENVIRONMENTENVIRONMENT
RESOURCESRESOURCES
HISTORYHISTORY
VISIONSTRATEGY
OBJECTIVES
VISIONSTRATEGY
OBJECTIVES
GAPS?GAPS?
© 2003, Robert V. Fogel All Rights Reserved.
All Organizations Have Performance and Opportunity Gaps
Gap = Difference between objectives andOutputs.
• A PERFORMANCE gap is occurring NOW.
• An OPPORTUNITY gap may happen in THE FUTURE.
Problem Solving Steps:
1. IDENTIFY Gaps • Clearly defined• Quantifiable
2. PRIORITIZE Gaps• Strategic impact• Cost• Forgone benefit• Interdependencies
© 2003, Robert V. Fogel All Rights Reserved.
OUTPUTOUTPUT
ENVIRONMENTENVIRONMENT
RESOURCESRESOURCES
HISTORYHISTORY
VISIONSTRATEGY
OBJECTIVES
VISIONSTRATEGY
OBJECTIVES
GAPS?GAPS?
Performance?
Opportunity?© 2003, Robert V. Fogel All Rights Reserved.
Performance Gaps Opportunity Gaps
Are There Recognized Gaps in Your Units Today?
© 2003, Robert V. Fogel All Rights Reserved.
The Congruence Proposition:The Congruence Proposition:
“Congruence is the degree to which characteristics of one organizational component are consistent or compatible with those of another component.
and
It is the degree to which all components are aligned with strategy”
Inconsistencies are root causes of performance problems
Fit Good Performance
Inconsistency Poor Performance
© 2003, Robert V. Fogel All Rights Reserved.
PERFORMANCEPERFORMANCE
ENVIRONMENTENVIRONMENT
RESOURCESRESOURCES
HISTORYHISTORY
VISIONSTRATEGY
OBJECTIVES
VISIONSTRATEGY
OBJECTIVES
Root Causes of Gaps
Are Inconsistencies
CriticalTasks
CriticalTasks
CultureCulture
FormalOrganization
FormalOrganization
PeoplePeople
LeadershipLeadership
© 2003, Robert V. Fogel All Rights Reserved.
CriticalTasks
CriticalTasks
CultureCulture
FormalOrganization
FormalOrganization
PeoplePeople
LeadershipLeadership
Let’s Examine These Components of Congruence
© 2003, Robert V. Fogel All Rights Reserved.
Critical Tasks• What key tasks have to get done to implement the strategy?
© 2003, Robert V. Fogel All Rights Reserved.
Tasks: Critical Work to be DoneTasks: Critical Work to be Done
• What tasks are essential to success?
• What are the important characteristics of these tasks?
- Task uncertainty/complexity . . . certain, uncertain - What knowledge and skill requirements?
• What are the interdependencies among the tasks . . . E.g how do pieces of work flow together:
- pooled - linear - reciprocal
© 2003, Robert V. Fogel All Rights Reserved.
Types of InterdependenciesTypes of Interdependencies
Pooled: Simplest . . . work done independently by different entities
Example:
BranchA
BranchB
BranchC
ConsumerBankingDivision
© 2003, Robert V. Fogel All Rights Reserved.
Types of InterdependenciesTypes of Interdependencies
Pooled: Simplest . . . work done independently by different entities
Example:
SchoolA
SchoolB
SchoolC
District, CountySchool System
© 2003, Robert V. Fogel All Rights Reserved.
Types of InterdependenciesTypes of Interdependencies
Reciprocal: Complex, interlinked feedback loops
Example:
Research Manufacturing Marketing
© 2003, Robert V. Fogel All Rights Reserved.
Types of InterdependenciesTypes of Interdependencies
Reciprocal: Complex, interlinked feedback loops
Example:
New Curriculum orOther initiative“Dreamed Up”
Piloting & TestingLarger Rollout,
Stakeholder Buy-In& Implementation
© 2003, Robert V. Fogel All Rights Reserved.
CriticalTasks
CriticalTasks
CultureCulture
FormalOrganization
FormalOrganization
LeadershipLeadership
Let’s Examine These Components of Congruence
PeoplePeople
© 2003, Robert V. Fogel All Rights Reserved.
People• Who are they?• Do they have the required competencies?• Are they motivated?
© 2003, Robert V. Fogel All Rights Reserved.
CriticalTasks
CriticalTasks
CultureCulturePeoplePeople
LeadershipLeadership
Let’s Examine These Components of Congruence
FormalOrganization
FormalOrganization
© 2003, Robert V. Fogel All Rights Reserved.
Formal Organization• Structure? Controls?• Rewards? Careers?
© 2003, Robert V. Fogel All Rights Reserved.
CriticalTasks
CriticalTasks
FormalOrganization
FormalOrganization
PeoplePeople
LeadershipLeadership
Let’s Examine These Components of Congruence
CultureCulture
© 2003, Robert V. Fogel All Rights Reserved.
“Organizational culture is the pattern of behavior expectations, or norms, that if they are widely shared and strongly felt can powerfully shape the attitudes and behaviors of individuals and groups.”
“Organizational culture is the pattern of behavior expectations, or norms, that if they are widely shared and strongly felt can powerfully shape the attitudes and behaviors of individuals and groups.”
© 2003, Robert V. Fogel All Rights Reserved.
When we watch people behave, we tend to “see”their behavior as being “caused” by somethingabout their personality or dispositions. Whenwe explain our own behavior, we are far more conscious of the pressure of the situation (e.g.,deadlines, rewards, the opinions of others.)
In general, we are not sensitive to how powerfullyour behavior and that of others is shaped by thesituations we are in.
When we watch people behave, we tend to “see”their behavior as being “caused” by somethingabout their personality or dispositions. Whenwe explain our own behavior, we are far more conscious of the pressure of the situation (e.g.,deadlines, rewards, the opinions of others.)
In general, we are not sensitive to how powerfullyour behavior and that of others is shaped by thesituations we are in.
© 2003, Robert V. Fogel All Rights Reserved.
Why should leaders care about culture? Why should leaders care about culture?
• Culture is a social control system that already operates within your work units and in the larger organization.
• If you don’t manage it, this control system can undermine innovation and creativity and hinder your ability to execute your strategy.
• You can diagnose and manage the culture in your units.
© 2003, Robert V. Fogel All Rights Reserved.
Cultural DiagnosisImagine a close friend is joining your unit. What advice would you give?
• What are the espoused values?
• What behavior is rewarded by management?
• What to do to be accepted in the group?
• What behavior will get them “kicked out” of the group?
© 2003, Robert V. Fogel All Rights Reserved.
Managing Culture
Participation: Encourage people to make choices and to get involved, leading them to feel responsible and justify their choices
Management as Symbolic Action: Provide a clear vision and consistently support through language, symbols, rewards, and recognition
Management of Information: Communicate consistent, relentless messages with vivid examples
Reward Appropriate Behavior: Provide desired rewards for critical tasks
© 2003, Robert V. Fogel All Rights Reserved.
Our company values are: Communication Respect Integrity Excellence
Our company values are: Communication Respect Integrity Excellence
Espoused Values are of Little Use if They are Not Real
© 2003, Robert V. Fogel All Rights Reserved.
Our company values are: Communication Respect Integrity Excellence
Our company values are: Communication Respect Integrity Excellence
Don’t mistake value statements for normsof daily behavior
© 2003, Robert V. Fogel All Rights Reserved.
CriticalTasks
CriticalTasks
CultureCulture
FormalOrganization
FormalOrganization
PeoplePeople
Let’s Examine These Components of Congruence
LeadershipLeadership
© 2003, Robert V. Fogel All Rights Reserved.
Vision/Strategy/Objectives• What is our vision ?• How will we compete?• What are our objectives?
Vision/Strategy/Objectives• What is our vision ?• How will we compete?• What are our objectives?
Executive Leadership• Behavior• Information• Symbolic action
Critical Tasks• What key tasks have to get done to implementthe strategy?
Critical Tasks• What key tasks have to get done to implementthe strategy?
People• Do people have the re- quired competencies?• Are they motivated?
People• Do people have the re- quired competencies?• Are they motivated?
Culture• What are the norms, values, attitudes, and behaviors needed?
Formal Organization• Structure? Controls?• Rewards? Careers?
Fit Performance
Congruence Is All About Alignment!!!
CONTEXT
CONTEXT
PERFORMANCE
PERFORMANCE
© 2003, Robert V. Fogel All Rights Reserved.
Vision/Strategy/Objectives• What is our vision ?• How will we compete?• What are our objectives?
Vision/Strategy/Objectives• What is our vision ?• How will we compete?• What are our objectives?
Executive Leadership• Behavior• Information• Symbolic action
Critical Tasks• What key tasks have to get done to implementthe strategy?
Critical Tasks• What key tasks have to get done to implementthe strategy?
People• Do people have the re- quired competencies?• Are they motivated?
People• Do people have the re- quired competencies?• Are they motivated?
Culture• What are the norms, values, attitudes, and behaviors needed?
Formal Organization• Structure? Controls?• Rewards? Careers?
CONTEXT
CONTEXT
PERFORMANCE
PERFORMANCE
Managers Often Emphasize the Vertical
© 2003, Robert V. Fogel All Rights Reserved.
Vision/Strategy/Objectives• What is our vision ?• How will we compete?• What are our objectives?
Vision/Strategy/Objectives• What is our vision ?• How will we compete?• What are our objectives?
Executive Leadership• Behavior• Information• Symbolic action
Critical Tasks• What key tasks have to get done to implementthe strategy?
Critical Tasks• What key tasks have to get done to implementthe strategy?
People• Do people have the re- quired competencies?• Are they motivated?
People• Do people have the re- quired competencies?• Are they motivated?
Culture• What are the norms, values, attitudes, and behaviors needed?
Formal Organization• Structure? Controls?• Rewards? Careers?
CONTEXT
CONTEXT
PERFORMANCE
PERFORMANCE
But, Behavior & Performance is Often Driven by the Horizontal
© 2003, Robert V. Fogel All Rights Reserved.
“We trained hard, but it seemed that every time we were beginning to form into teams, we would be re-organized. I was to learn later in life that we tend to meet any new situation by re-organizing and a wonderful method it can be for creating the illusion of progress while producing confusion, inefficiency, and demoralization.”
“We trained hard, but it seemed that every time we were beginning to form into teams, we would be re-organized. I was to learn later in life that we tend to meet any new situation by re-organizing and a wonderful method it can be for creating the illusion of progress while producing confusion, inefficiency, and demoralization.”
Restructuring Is Not Enough!
Who said this?
© 2003, Robert V. Fogel All Rights Reserved.
Would You Play Poker With Fewer Than Four Suits?
Critical Tasks
People Culture
Organization
© 2003, Robert V. Fogel All Rights Reserved.
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