1.5 - About University

H OW TO USE THIS LEADERSHIP TOOL“… Organization is not absolute. As such, a given organizationalstructure fits certain tasks in certain conditions and at certain times.”—Peter Drucker, “MANAGEMENT’S NEW PARADIGM,” FORBESMathematicians know that modeling a seven-body, mutually interacting system like the oneshown here is a daunting task. Ultimately, the seven boxes will need to be balanced by trialand error. To get started, jot down your first ideas for the design or redesign of your part of theorganization. (You’ll need a pencil and eraser!) A suggested process is:1. Refine the captions of each box to suit your organizational culture.2. Work from the big picture and givens to details and the less-understood.3. Jot in the data as you think it ought to be for the redesigned organization. Start a listof information that you need to add to the data and measurements.4. Next, step back and assess how each box fits with and supports every other box. Adjustyour data and expectations to make the whole work. Remember the principle of systemsthinking illustrated in the performance of a great car: It doesn’t have the world’smost powerful engine. Rather, it has the engine that best integrates with all the othercharacteristics of the vehicle, and thereby maximizes the overall performance designfeatures of the car as a whole.5. Unless you want to design a top-down organization, involve others early and often to refineyour assumptions, add new ideas and data, and build commitment to the final design.SECTION 4 TOOLS FOR DESIGNING PRODUCTIVE PROCESSES AND ORGANIZATIONS 103