In LO11099 Chris Speyer writes:
> I have always felt that accountability determines when authourity
> must come into play. If an individual makes a choice to act or perform in
> a certain manner, they are accountable for that choice because it is
> theirs. Authourity is determining if that individuals choice's match the
> goals, or the path chosen by the organization, and what action needs to be
> taken to correct the course, or embrace that individuals choice. Trouble
> arises when their is no clear direction within an organization, therefore
> the choices of individuals are hard to evaluate, as they pertain the goals
> of the organization.
> Accountability is a wonderful thing, and it follows that it would
> be interesting to open a dialogue on mission and value statements along
> the same line of discussion. Without clear direction the individuals
> within an organization lack an authourity against which their choices can
> be measured. Watching the dynamics of of accountability, authourity and
> mission statements is something I have found fascinating.
I agree with Rol's assertion that accountability is ultimately a personal
choice. I also agree that authority does not automatically come with
accountability. In fact, in larger organizations, accountability is
usually designated, those who are accountable are often not informed of
their "accountability," and authority is maintained in the hands of those
designating accountability rather than being passed to those who are
accountable. This type of accountability is not what Rol is talking
about, I think, and is not the kind that actually leads to making things
happen. This brings up Chris's comments.
A small organization can more easily establish a direction, mission
statement (expensive wallpaper, IMO), and articulate a coherent vision
that a larger organization. There are examples of this being done well
and effectively in larger organizations (corporations) but it is not the
norm. Most large corporations are so large and diverse that it is a
herculean task to get even the senior management to focus along the same
lines, much less the line workers.
An argument can be made here for a cascading vision wherein each small
component's vision fits with other components' vision and, ultimately,
produces and supports the grand corporate vision. I have seen this tried
and the results are usually not what were intended. In the end, everyone
just kind of "did their own thing" as they tried to make sense of where
they were and where they were going.
In the end, it is an individual's or a small group's decision to make a
difference that is importance. This is what I think Rol is talking about.
A vision statement (more expensive wallpaper) can tell what the upper
management is wanting to do, but it is what takes place in the smaller
components that really makes the difference.
The camera operator in a local television station decides that s/he is
accountable for the quality of his/her work. This makes a better
broadcast but it doesn't directly contribute to the goals of station or
network management to increase market share. Still, this is the level at
which a true difference is made.
The compensation analyst slaves to do market comparisons and job analyses
to establish a wage rate that is market-comparable and fair, deciding to
be accountable for this work. This is VITAL to the success of a large
organization. Yet, it does little to directly impact the success of that
large corporation as it strives to make better tires, produce cheaper
power, cater to the tastes of personal computer users, etc. And, still,
it is at this level that the true difference is made.
I guess I am saying, in a rather long-winded fashion, that It seems to me
that, in many (most?) cases, a vision or a mission is irrelevant in
deciding whether to be accountable and in determining whether a difference
has been made that betters the organization.
Thoughts from others?
--Clyde Howell orgpsych@csra.net
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>