Obolensky makes his thoughts about organizations very clear…
evolve or die. The world we operate within is increasingly face paced which
requires the ability to react and adapt or else prepare to become obsolete.
This is due to the fact that functional hierarchies no longer work well, they
are too slow and too expensive (Obolensky, 2014). Some organizations have
received the memo that extinction may be coming and have transitioned into
cross functional matrices. Obolensky points out these will work for some time
until the strains cause pressure to reduce costs, thus the need to recentralize
and fall behind again (2014). This is where the might Complex Adaptive System
(CAS) comes in with a flowing cape and gleaming sword. Complex Adaptive Systems
are meant to reflect dynamic organizations. Each CAS is different, but share
common features:
·
Information is shared openly
·
Hierarchy is informal
·
Hierarchies that exist within the company are
flat
·
The hierarchy is most interested in meeting the
needs of external shareholders
·
Less focus on running the company
·
Great emphasis on personal responsibility
·
Underperformance is not tolerated
At the time of print,
Obolensky listed a handful of companies that are working as a CAS. Johnsonville
Foods, Inc. is one of them. On their website the company has four statements
that combined form the Johnsonville Way. First, those at the company have a
moral responsibility to become the best company in the world. The first
statement transitions to the second that this goal is due to serving the best
interests in those who have a stake in their success. Next, “we will succeed by
setting near-term objectives and long-term goals that will require a personal
growth and superlative performance by each of us. We will change any objectives
or goals that no longer require personal growth and superlative performance to
ones that do” (Our Culture, n.d., n.p.). Lastly, is an agreement of
understanding that the Johnsonville Way is about performance and accountability
to the team. “My commitment to stretch, grow and excel is an unending one” (Our
Culture, n.d., n.p.). The supporting values are: integrity, respect, trust,
appreciation, caring, candor, humility, ownership, and innovation.
While Obolensky points out the working in a CAS may not
necessarily be a nice place to work, it seems Johnsonville Foods counterbalances
this with incentives such as traditional benefits as well as profit sharing, “extreme
perks”, and a bonus system that could potentially be as often as monthly. Johnsonville
Foods makes the hierarchal structure quite clear stating:
At Johnsonville, we aren't big on
corporate hierarchy, rank or fancy titles. Your contribution to our team is the
measure of your value to Johnsonville, not how far you've climbed a company
ladder. In this type of "flat" organization, there's less emphasis on
"moving up" in the traditional corporate sense. But you will have the
opportunity to "move around" to new challenges and responsibilities.
We value people who are multi-skilled, and we reward them. (Why work, n.d.,
n.p.)
My current organization might be having an identity crisis,
but in the best way possible. There are many functional silos such as Academic
Advising, Quality Management, Financial aid, Bursar, Registrar, Enrollment Operations,
VA Department, and others. However, there is an emphasis on high performance,
personal responsibility, and teams, within each of these silos. I act as liaison
between all of these departments for my students in addition to helping select
courses, enroll, and assistance with other processes. While I have points of
contacts in all of these areas I realized by building interpersonal
relationships that I do not really know what the everyday operations or goals
are like for my counterparts in other silos. They also are without functional
knowledge of what we do and why we do it. However, when I am with my team and
in my department there is a great deal of transparency and flow of information.
I found it interesting that Johnsonville Foods lists candor
as one of their values. Many organizations that have hierarchy protect the
ideas of leadership within the hierarchy if bad news is received that a process
is more difficult than helpful, for example. Or there are political interests within
the hierarchy that might prevent change or staunch the flow of information. I
do not think this is the case for our organization at all. I believe it is due
to being cursed with knowledge. Those who communicate and meet with the other
silo directors likely know a great deal about the whole picture and might
believe that because there is nothing to hide that those not in the meetings
have the same working knowledge. When there is a problem they are likely consummately
professional in their communications thus not emphasizing the nitpicky, carping
comments from the bottom of the organization that also have a way of adding to
the bigger picture whether it be founded on opinion or fact, information is
powerful in pointing out what could be improved.
If the dam could be broken and each silo as a whole began to
learn why we make certain requests or what process oriented functions do not
match up this would make way for the next level of effectiveness, thus
reshaping our organizational context. I am sensitive to what others deal with
on a daily basis and if there was a better time or a better way to achieve what
I needed to accomplish and align this with other departments I would be more
than willing to make these changes. My colleagues are all exemplary people, not
just employees, and would likely willing be on board, too. This could be the
future to move our organization forward. ERAU has a lot of similarities to
Johnsonville Foods, with our new interim President, it is likely this is the
future we will soon take part.
References:
Obolensky, N. (2014). Complex
Adaptive Leadership: Embracing Paradox and Uncertainty (2nd
ed.). Gower
Our Culture. (n.d.). Retrieved
June 20, 2015, from
http://jobs.johnsonville.com/why-johnsonville/our-culture.html
Why work for Johnsonville?
(n.d.). Retrieved June 20, 2015, from
http://jobs.johnsonville.com/why-johnsonville.html#awards
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