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Organizational Flexibility

Guest post by: Robert Whipple

Article Overview: Static organizations are not healthy ones. The flip side is that too much turmoil is hard on people. In deciding how much change to introduce, leaders must consider several factors. This article outlines some important ideas on flexibility.

Organizational Flexibility

Do not view the organization as a static monolith that is the end-all of efficiency for your situation. Bend the structure to meet current situations. If you have an environment of trust and a well-internalized plan, you can shift things around easily. That is a huge advantage over organizations that view structure as something fixed until heaven and earth are moved to change it.

Ken Blanchard tells a story of a Motor Vehicles Bureau in California that illustrates this. He had so many unpleasant memories of long lines and wrong forms that he avoided physical visits at all costs. Finally, when forced to show up in person, he was delighted to see the exact opposite of the stereotype. He got great service and was out with a new license (including a new picture) in 9 minutes. He went to complement the manager, asking how he made the organization work so much better. The manager replied, "My job is to reorganize the Department on a moment to moment basis, depending on citizen need." That attitude changed the whole customer experience from one of dread and horror to adoration.

In my other articles, I have concentrated on the perils of leadership transitions and cautioned against too much turmoil. The coin has another side, however, and that is to create learning opportunities for leaders to prevent stagnation. Do this with care because of the pitfalls listed above, but don't ignore it. Use it to keep leaders fresh and challenged.

You might have leaders swap positions for a time. This technique has many interesting advantages and some challenges. Leaders become entrenched in their thinking if they do the same thing too long. Their perspective becomes parochial, no matter how objective their intentions. Assuming the role of another person helps perspective and also keeps groups reporting to both people in balance.

This technique is particularly effective for leaders who are bickering over personnel or turf issues. Sitting in the other person's chair for a year or two helps both leaders see how parochial they were. It is often unpopular with both the leaders and their constituents, so be prepared for some pushback if you propose this. In the end it works extremely well, but it is usually a tough sell.

You can also achieve flexibility by pulling an incumbent leader off for a critical assignment. Let the group be led by someone else in the organization. This allows you to test leadership capability of the substitute in a risk-free way. It also allows the moved leader to get a break and gain new perspective.

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Article Tags: Flexibility, leadership, organization, trust



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