Information, organisation och ledarskap: några teorier och

modeller

Leif ÅbergCommunicare

17.5.1999

informationorganisation

ledarskap

Hur integrerar maninformations-

verksamheten iorganisationens

övergripandemission och verksamhet?

Vad innebär egentligenett strategiskt informationsarbete

och hur kan det leda fram till ökad effektivitet och realiserande

av organisationens övergripande mål?

Hur bör informationsenheten vara organiserad och

vilken kompetens bör den besitta?

informationorganisation

ledarskap

Hur integrerar maninformations-

verksamheten iorganisationens

övergripandemission och verksamhet?

Vad innebär egentligenett strategiskt informationsarbete

och hur kan det leda fram till ökad effektivitet och realiserande

av organisationens övergripande mål?

When skilled and knowing people are getting committed, the organization should be able to direct the surfacing

energy to a desired direction.

For this, a good strategy and enthusiastic communications are

needed!

”A group without goals is like a herd of mustangs galloping on a prairie.

There is speed, sure, but no direction.”

Erkki Tikkanen, a well-known Finnish manager, to the personnel of Labsystems Ltd.,

after having been called in to save this corporation from a crisis

Management

It is about directing the resourcesto direct, there has to be a directionresource= a potential that can be usedcan be used, but is not necessarily used

effectivelya direction, where to? To the future!But future is in the mind of the beholderkey concept: visioning, and sharing a

common vision

Group synergy

A work group, in a synergic phase produces new, creative solutions in a positive manner: the members enjoy being synergic

synergic processes make tacit knowledge and tacit skills to surface

”I accept this goal or task and I will give my best

to help to fulfill it.”

Vision has been internalized.

Visions

to build a solid vision, the organizations must combine managerial processes and processes that emerge from human activities

metaphor: a kite!

The art of flying a kite:the kite will fly,

if it is windy, and

if one, running against the wind, manages to bring about the essential initial driving force

Once the kite is up,

it is vital to maintain an active balance between managerial processes and processes related to human behavior

This active balancing is achieved through communication

VISIONLEGITI-

MACY

CORPORATE

CULTUREGROUP DYNAM

ICS

INDIVIDUAL DYNAMICS

B

USINESS

IDEA, M

ISSIO

N

STRATEGY

GROUP AND

TEAM G

OALS

TASKS

Åberg’s Kite

LEGITI-

MACY

CORPORATE

CULTUREGROUP DYNAM

ICS

INDIVIDUAL DYNAMICS

B

USINESS

IDEA, M

ISSIO

N

STRATEGY

GROUP AND

TEAM G

OALS

TASKS

COMMUNICATION

Åberg’s Kite

VISION

LEGITI-

MACY

CORPORATE

CULTUREGROUP DYNAM

ICS

INDIVIDUAL DYNAMICS

B

USINESS

IDEA, M

ISSIO

N

STRATEGY

GROUP AND

TEAM G

OALS

TASKS

COMMUNICATION

Åberg’s Kite

MANI-MANI-FESTAT-FESTAT-ION OFION OFVISIONVISION

SCAN-SCAN-NINGNING

COM-COM-MUNI-MUNI-CAT-CAT-INGINGCHAN-CHAN-GEGE

VISION

COMMUNICATION

Åberg’s Kite

MANI-MANI-FESTAT-FESTAT-ION OFION OFVISIONVISION

SCAN-SCAN-NINGNING

COM-COM-MUNI-MUNI-CAT-CAT-INGINGCHAN-CHAN-GEGE

VISIONManifestation of vision: building up the core story of the

organization

Communicating

change: Communications that a) bring about change and b) describe it.

Scanning: the recognition of the first weak signals of essential external and internal changes as early as possible, in order to make corrective action possible

Manifestation of vision

the people should be able to see themselves in the vision

• when Martin Luther King once said ”I have a dream” and when hundreds of thousands of people listened to that, moved, they did not think: ”this Martin, what a great vision he has”, but saw themselves as a part of that vision, and it was this that emotionally shook them

”sharp on edges, blurred in the center”vision is deliberately blurred, yet it

shows the direction

Tools for Revealing the Vision

core story links the past with the future and defines the current position

strategic keywords: using, e.g., a 3x3x3-diagram

strategic core messages: elaboration of the strategic keywords

slogan: one core message, used for identification of the company

emblem: e.g., logo+name, or an auditive emblem

VISION

MISSION

GOOD HERITAGE

INTERNAL LEGITIMACY

EXTERNAL LEGITIMACY

Core Story

VISION

MISSION

GOOD HERITAGE

Core Story:

S-Group

The S-Group has alwaysplayed an important rolein the social and economic development of Finland.It has been innovative and responsive to the challengesof the time

The S-Group has alwaysplayed an important rolein the social and economic development of Finland.It has been innovative and responsive to the challengesof the time

Today, through customer-ownership, chain operationsand efficient structures, theS-Group uses its influenceto make living in Finland less expensive and richer in quality

Today, through customer-ownership, chain operationsand efficient structures, theS-Group uses its influenceto make living in Finland less expensive and richer in quality

The S-group continues to develop the cooperative form of enterprise best suited to theneeds of the peoplein order to produce a morehumane direction in the development of the free-market economy

The S-group continues to develop the cooperative form of enterprise best suited to theneeds of the peoplein order to produce a morehumane direction in the development of the free-market economy

this is openedusing a 3x3x3-

diagram

”Your benefits in Finland”

Customer-ownership

Unique structure Efficiency

You can influenceYou receive benefits

You’re workingfor good cause

Logistics

Chains

Personnel

Regional NationalNetworks

A 3 x 3 (x 3) Diagram

B) Scanning

the recognition of the first weak signals of essential external and internal changes as early as possible, in order to make corrective action possible

environmental and internal scanning

Trends

Randomfluctuation

Environ-mental

responsesto ouractions

?

Scanning

1 Recognitionof possible sources

of essentialweak signals

2 External andinternal

monitoring

3 Interpretation4 Recommendations

for actions

5 Taking action

6 Control ofconsequences

time

Balance

Transformation

Control Chaos

Enhance Perturb

AttractExcite

Task centered change

Communicating change

future:”times of

turbulence”presentpast:

”good old times”

A dynamic model of organizational change

Revolution: VISION

Evolution: VALUES

Balance

Transformation

Control Chaos

Enhance Perturb

AttractExcite

Task centered change

Robin M. Rowley & Joseph J. Roevens:Organize with Chaos. Lint 1996

Bringing about change á la Rowley & Roevens

Enhance: create an atmosphere that enhances risk taking, cooperation, and self-organizing behavior

Perturb:”shake” the organization out of its current orbit: create a controlled state of uncertainty -> self-organization begins

Attract:bring about emotional commitment, in order to produce the critical mass needed for change

Excite:create an emotional state that excites people, this gradually leads to a higher level of order

Enhance: create an atmosphere that enhances risk taking, cooperation, and self-organizing behavior

enhance risk taking and self-organizing behavior

manifestation of vision

key strategic concepts

allow experimenting

stress the value of customerhip, service, and competition

define and surface internal values

enhance free cooperation and communication

create a constructive feedback system

Perturb:”shake” the organization out of its current orbit: create a controlled state of uncertainty -> self-organization begins

abandon old status symbols, rituals and rules

emphasize positive criticism

emphasize open communications at all levels

question old ways: ask ’why’ and ’what if’

pick to the front line the ”true rebels”

throw in ”impossible” professional challenges and make them ”pro-jects of national pride”

use benchmarking and scanning to detect signals of change

Attract:bring about emotional commitment, in order to produce the critical mass needed for change

motivate and bring about commitment

ask all the time the synergic groups to argue and to reason their new ways of doing things

enhance new symbols and rituals, created by synergic groups

use creative problem solution techniques

Excite:create an emotional state that excites people, this gradually leads to a higher level of order

create excitement over things being done ”the new way”

allow outbreaks, bursts of excellence

reward top performance

tell stories about top teams and synergy

bury with dignity old ways of doing things

make the new ways of doing things part of the new vision

Scanning as a part of the knowing cycle

streams of experience

Sense making

shared meanings

Knowledgecreating

Decisionmaking

new knowledge,capabilities

goal-directed,adaptivebehavior

Choo, C.W., The KnowingOrganization. New York 1998

streams of experience

Sense making

shared meanings

Knowledgecreating

Decisionmaking

new knowledge,capabilities

goal-directed,adaptivebehavior

scanning

latency

Choo, C.W., The KnowingOrganization. New York 1998

Scanning as a part of the knowing cycle

Latency

the time between the observation of those weak signals that have to be taken into account and the execution of decisions made on the basis of these signals

Zero latency enterprise

a concept created by Gartner groupan organization with instant, real-time

decision makinga theoretical concept, similar to the

concept of absolute zero temperaturea zero-latency enterprise has to

possess tolerance for erratic decisions

years”the one who knew” travelled

monthstransportation means

weeksmail messengers

daystelegraph

hourstelefax, telephone

0new information technology

zero latency enterprises

informationorganisation

ledarskap

Hur integrerar maninformations-

verksamheten iorganisationens

övergripandemission och verksamhet?

Vad innebär egentligenett strategiskt informationsarbete

och hur kan det leda fram till ökad effektivitet och realiserande

av organisationens övergripande mål?

Hur bör informationsenheten vara organiserad och

vilken kompetens bör den besitta?