The Dynamic Workplace

IN FINAL ANALYSIS In final analysis we all hold within our minds a tacit theory of how the workplace works. These theories are often revealed when groups are asked to draw organization charts. In a large group no two are ... [full story]

Group Dynamics If our relationships are filled with the same complexity articulated by dynamic workplace theory, it is also the case that our participation in many formal and informal groups outside of work is also filled with the same complexity ... [full story]

Interpersonal Dynamics Interpersonal relationships can be filled with chaotic elements as well as instances where relations are overly controlled or dominated by one of the participants. It is an understatement to say that people can be unpredictable. However, just as ... [full story]

Individual Dynamics Discussion of dynamic workplace theory has focused attention upon the inevitability that we all, from time to time, rely upon psychological defenses to mediate distressing and anxiety-ridden self-experience. If we are not the keepers of others, becoming keepers ... [full story]

THE BIGGER PICTURE The significance of the content of this book transcends the workplace. Dynamic workplace theory contains more than insights into the workplace, it provides insights into life in general. It provides insights into how we understand our families ... [full story]

A Word of Caution It is also important to appreciate that organizational downsizing and restructuring is a commonplace feature of the workplace as we begin the new century. It is not uncommon to hear of major manufacturers suddenly laying off ... [full story]

ORGANIZATIONAL VALUES The values that govern organizational culture and work must be aligned with this challenging new vision if the principal precept of this new organizational vision is organizational plasticity in the service of dynamic adaptiveness. The values to achieve ... [full story]

ORGANIZATIONAL VISION The development of a vision statement flows naturally from the above work on organizational identity. Given the starting of point of where we are ( organizational identity), the question is who or what do we wish to become. ... [full story]

ORGANIZATIONAL IDENTITY Locating a starting point irresistibly leads to stepping back and rediscovering the identity of one’s organization (Diamond, 1993). The questions are: “Who are we?” and “What do we do?” They must be answered to create a starting point ... [full story]

Operationalizing Organizational Plasticity Organizational plasticity is one way of operationalizing dynamic adaptiveness. I do not suggest that it is the only way to create the needed organizational flexibility that responds to accurate and timely reality testing. Like ring organization design, ... [full story]

ORGANIZATIONAL PLASTICITY—A PATH TO DYNAMIC ADAPTIVENESS Organizational plasticity and dynamic adaptiveness are theoretical constructs that must be defined and elaborated before commencing a discussion of how to implement them in the workplace. Dynamic adaptiveness represents the goal for organization change. ... [full story]

Utopia in a Teacup When it comes to locating a bold new vision for the future, one is reminded of unrealistic, idealistic, implausible utopian thinking of the past. It is easy to commence a process of re-envisioning with a romanticized ... [full story]

Paradigm-Bounded Thinking Each of the above contexts for knowing and thinking about organizations, as outlined in chapters 8 and 9, limits thinking and creative vision. Organization structure contains both rational and irrational elements that account for its form and function. ... [full story]

THE CREATIVE CONTEXT Developing a new and better vision for accomplishing work and change in organizations is informed by acknowledging attributes that limit creativity by routing critical thinking and reflection down familiar and comfortable paths. These include organizational structure, a ... [full story]

DYNAMIC ADAPTIVENESS: ENVISIONING ORGANIZATIONAL PLASTICITY The dawn of the twenty-first century finds organizational survival is all too often at stake in the Darwinian worldwide marketplace. Big organizations are making themselves into small ones and small ones into big ones in ... [full story]

Does a Ring Organization Design Introduce a Type of Group Experience Not Accounted for by Dynamic Workplace Theory? The description of ring organization design contains the four types of work experience described by dynamic workplace theory. In particular it has ... [full story]

Will Organizational Stability and Change Resemble that Described in DynamicWorkplace Theory? Ring organization design represents an effort to develop and maintain the balanced workplace experience and avoid the three psychologically and socially defensive workplace experiences. In this regard the design ... [full story]

Will Ring Organizations Contain the Four Types of Dynamic Workplace Experience? Ring organization experience presents organization members with, as near as possible, a non-bureaucratic and nonhierarchical organization structure where members do not assume roles arrayed on a vertical scale of ... [full story]

DYNAMIC WORKPLACE THEORY AND RING ORGANIZATION DESIGN INSIGHTS INTO THE OTHER The application of dynamic workplace theory to understanding the organizational dynamics implicit within a ring organization design introduces a challenging opportunity to study each in theory and speculate about ... [full story]

Is Ring Organization Really Implementable? This is a critically important question to ponder. Many management ideas that have been articulated during the past 25–50 years have sounded good on paper. They have made consultants a lot of money. They have ... [full story]

Is Ring Organization Design Management by Committee? Ring organization design presents the reader steeped in work experience acquired in bureaucratic hierarchies a serious problem as to who is in charge. How are decisions to be made? Who is running the ... [full story]

Does Ring Organization Design Represent a Collectivist Approach to theWorkplace? Collectivism refers to a political or economic system where the people as a group control production and distribution. It is a term most often used to refer to state-sponsored activities ... [full story]

Is Ring Organization Design Galloping Egalitarianism? There is without a doubt a wish harbored by most individuals in the workplace of being treated fairly, equally and respectfully or conversely not like a number or a human resource. These expectations translate ... [full story]

Is Ring Organization Design a Radical New Idea? Mention was made in chapter 8 of linkages that ring organization design shares with a considerable amount of traditional management literature. In particular, academics and consultants have suggested on many occasions and ... [full story]

A CRITICAL REVIEW OF RING ORGANIZATION DESIGN The conception of ring organization design, it is acknowledged, must promote considerable skepticism as a result of its substantial departure from conventional management thinking. Admittedly there is much more that might be thought ... [full story]

Does the Nature of Organizational Change and Balance Really Permit Better Management? The discussion of organizational balance and change in chapters 4 and 5 may have reminded readers who have experienced organizational change of the many complexities and unintended consequences ... [full story]

Is the Typology Exhaustive? Dynamic workplace theory suggests that all workplace experience is accounted for by the four types of workplace experience—chaotic, bureaucratic, charismatic and balanced, as well as the nature of the transitional space between the four types of ... [full story]

A CRITICAL REVIEW OF DYNAMIC WORKPLACE THEORY Dynamic workplace theory and its many facets have been discussed in considerable depth. The fundamental premise of the theory is that its elements are readily recognizable as existing within the workplace. In this ... [full story]

An Analysis of Dynamic Workplace Theory and Ring Organization Design OVERVIEW By definition, innovative strategic directions take an organization into uncharted waters. It follows that no one can know the future destination of an innovative organization. Rather, the organization’s managers must ... [full story]

Managing Organizational Anxiety The presence of three distinct workplaces within one organization can be expected to be confusing and very likely distressing to some organization members. Organization members will have to be informed about their nature and purpose as well ... [full story]

Managing Group Anxiety Groups that exist in the three workplaces will contain the many familiar group dynamics that exist in all groups. Disagreements, conflicting points of view, strong debate and the creation of many new and possibly distressing ideas will ... [full story]

Managing Interpersonal Anxiety The values of trust, respect, openness, collaboration and inquiry are values of an interpersonal nature. Achieving these values within a ring organization will become an unending struggle against psychological defenses that are acted out in intra-psychic and ... [full story]