Internal conflicts and recurring problems are draining your energy and time
Do you continue to face the same problems you had a year ago? Decisions are made but implementation does not follow? Do you experience conflicts and tensions within your teams?
All of these symptoms reflect the single biggest problem that most organizations face: the inability to solve their own problems.
The solutions are out there but we must work together to find those solutions and implement them. The challenge is getting all of those individuals, whose cooperation is needed to solve a problem, to work together to find and align around a common solution. Conflicting opinions, interests, styles and values among others, ensure that these different people have different solutions, stopping any solution from being properly implemented.
This problem is mismanagement. Simply put, our current management paradigm is no match for the fast changing, complex, interdependent world in which we now live. It is outdated. It is unable to overcome the conflicts that inhibit cooperation. It does not provide us with the capability to proactively identify and address our problems in a constructive manner. Rather than bring people together it pushes people apart. Rather than working together to find common solutions, we work apart to find our own individuals solutions, then fight for those solutions instead of learning from others to jointly form better solutions.
This system is backward. It results in disintegration, adversarial relationships and significantly slows down our ability to address our own problems, find the right solution and ensure the proper implementation.
What is our solution?
Our solution is to change the way management is taught and practiced around the world.
The story at the origin of this solution dates back to 1966, when a young Ichak Adizes, as part of his doctoral dissertation, returned to his native Belgrade to study the Yugoslav industrial democracy management system. This democratic approach to management, in which employees would vote for whom they would like their manager to be, stood in stark contrast to the top down management approach used in the U.S.
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It was by studying these two approaches and evaluating their relative strengths and weaknesses that the Adizes Methodology was first conceived.
Taking the best of both systems, he created a management system that allowed for democracy in decision making and dictatorship in implementation.
He allowed the workers to speak up but was sure not to undermine the authority of management. He showed how the conflicts inherent to change could be harnessed to make better decisions that would be fully implemented in good faith. Rather than having management present their solutions, the stakeholders cocreated a solution with management. This solution was not management’s solution, but everyone’s solution. This was nothing less than a revolution in the way management was practiced.
The underlying key guiding principle of this system is the concept of mutual trust and respect. By solving problems within a climate of mutual trust and respect, within a specific sequence, mutual trust and respect is built which allows the organization to deal effectively with bigger and bigger problems.
To Learn more, do not hesitate to contact us for a free and confidential conversation. We will discuss your specific situation and bring additional insights.
the power of the organization lifecycle
Fundamental to the Adizes Methodology is the concept that organizations as they grow and age, like humans, have a natural and predictable lifecycle with its unique set of challenges at each stage. By determining where on its lifecycle a particular organization is, we are able to better manage and predict the problems it faces and will face as it continues to develop.
