© 2003, Robert V. Fogel All Rights Reserved. Bob Fogel Dean for Administration Harvard Graduate School of Education Congruence: A Point of View About Organizational.

© 2003, Robert V. Fogel All Rights Reserved.

Bob FogelDean for AdministrationHarvard Graduate School of Education

Congruence:A Point of View About

Organizational Change & Performance


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?


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?


People• Do people have the required 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


Vision

Strategy

Objectives

What Are Your Vision, Strategy and Objectives?


OUTPUTOUTPUT


RESOURCESRESOURCES

HISTORYHISTORY

VISIONSTRATEGY

OBJECTIVES

VISIONSTRATEGY

OBJECTIVES


PerformanceMeasures

How Do You Measure Performance?


OUTPUTOUTPUT


RESOURCESRESOURCES

HISTORYHISTORY

VISIONSTRATEGY

OBJECTIVES

VISIONSTRATEGY

OBJECTIVES

GAPS?GAPS?


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


Video: GAPS


OUTPUTOUTPUT


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?


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


PERFORMANCEPERFORMANCE


RESOURCESRESOURCES

HISTORYHISTORY

VISIONSTRATEGY

OBJECTIVES

VISIONSTRATEGY

OBJECTIVES

Root Causes of Gaps

Are Inconsistencies

CriticalTasks

CriticalTasks

CultureCulture

FormalOrganization

FormalOrganization

PeoplePeople

LeadershipLeadership


CriticalTasks

CriticalTasks

CultureCulture

FormalOrganization

FormalOrganization

PeoplePeople


Let’s Examine These Components of Congruence


Critical Tasks• What key tasks have to get done to implement the strategy?


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


Types of InterdependenciesTypes of Interdependencies

Pooled: Simplest . . . work done independently by different entities

Example:

BranchA

BranchB

BranchC

ConsumerBankingDivision



Pooled: Simplest . . . work done independently by different entities

Example:

SchoolA

SchoolB

SchoolC

District, CountySchool System



Reciprocal: Complex, interlinked feedback loops

Example:

Research Manufacturing Marketing



Reciprocal: Complex, interlinked feedback loops

Example:

New Curriculum orOther initiative“Dreamed Up”

Piloting & TestingLarger Rollout,

Stakeholder Buy-In& Implementation



CriticalTasks

CriticalTasks

CultureCulture

FormalOrganization

FormalOrganization



PeoplePeople


People• Who are they?• Do they have the required competencies?• Are they motivated?


CriticalTasks

CriticalTasks

CultureCulturePeoplePeople



FormalOrganization

FormalOrganization




CriticalTasks

CriticalTasks

FormalOrganization

FormalOrganization

PeoplePeople



CultureCulture


Culture• Norms attitudes and behaviors.


“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.”


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.


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.


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?


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


Our company values are: Communication Respect Integrity Excellence


Espoused Values are of Little Use if They are Not Real




Don’t mistake value statements for normsof daily behavior


Video: Managing Culture


CriticalTasks

CriticalTasks

CultureCulture

FormalOrganization

FormalOrganization

PeoplePeople




Leadership• Behavior• Information• Symbolic Action


Vision/Strategy/Objectives• What is our vision ?• How will we compete?• What are our objectives?









Fit Performance

Congruence Is All About Alignment!!!

CONTEXT

CONTEXT

PERFORMANCE

PERFORMANCE











CONTEXT

CONTEXT

PERFORMANCE

PERFORMANCE

Managers Often Emphasize the Vertical











CONTEXT

CONTEXT

PERFORMANCE

PERFORMANCE

But, Behavior & Performance is Often Driven by the Horizontal


“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?


Roman General Gaius PetroniusAD 66


Would You Play Poker With Fewer Than Four Suits?


Would You Play Poker With Fewer Than Four Suits?

Critical Tasks

People Culture

Organization


It is not necessary to change. Survival is not mandatory.

W. Edwards Denning


© 2003, Robert V. Fogel All Rights Reserved. Bob Fogel Dean for Administration Harvard Graduate School of Education Congruence: A Point of View About Organizational.

Documents

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implementthe strategy

objectives andoutputs

organizational component

key tasks

opportunity gapsgap

congruence proposition