Organizational Journey Map

 

The Four Developmental Stages of the Organization

 

 

1단계 - 위계 조직

Phase 1 - The Hierarchical Organization

Leadership in the hierarchical organization operates in the style of benevolent paternalism. Orders and incentives come from the top down. Management may believe in spending time listening to what subordinates say, but this feedback is commonly ignored in the real process of management. The worker is imaged as a child who is cared for by a fatherly leader, and who, by following the rules and working hard, can win favour in the organization. The top-rated skills involve problem-solving, administrative effectiveness and “keeping calm.” Basically, this style is reactive. The main agenda is responding to problems and crises as they occur. A major preoccupation of management is keeping labour submissive, which may involve discouraging unions.

Harrison Owen in his book, Spirit, has a telling description of the reactive organization: “It doesn’t seem to make much difference what you do, just do something: react. Things get done but what things and to what purpose is not always clear.” Overly zealous accountability means the workforce sees keeping and looking busy as a prime value.

 

 

2단계 - 제도 조직

Phase 2 - The Institutional Organization

While the hierarchical organization at its worst is characterized by the “big boss” style and the crisis mode, the institutional organization is a miracle of organization. There are the board of directors, the shareholders, the CEO, the vice presidents of this, that and the other, the managers, the supervisors, the workers.

This is the large, efficient bureaucracy. Its style is that of responsiveness. As Harrison Owen remarks, this kind of organization “is truly a pleasure to work with, for they seem to recognize what the business is, and are prepared to go all the way to ensure that you, the customer, are fully met, even if they do not understand all the details of the operation.”

 

 

3단계 - 협력 조직

Phase 3 - The Collaborative Organization

If the first two phases were primarily concerned with the patterns of power relations, profit, efficient production and customer service, the preoccupations of the last two phases are with maximizing vision, creativity, interaction, communication and collaboration.

If the first two phases are all about structure, the last two are more about process, though structure remains important.

Interaction is the core characteristic of the collaborative phase. These organizations aim for real teamwork between all members and departments. Their missional goal is to make a quality impact on society. Structurally, this is a lattice organization. All the parts are integral to the whole, and no part may be replaced without altering the whole. They are concerned about reducing rigidity, and increasing the flow of creativity.

 

 

4단계 - 학습 조직

Phase 4 - The Learning Organization

The learning organization is blessed with a high degree of interactive learning, an emphasis on human resource development and concern with “making a difference.” To some extent, the organization itself becomes a message to the world, offering its own vision of human relations for the future. This phase involves a new take on “quality” and “learning”. The learning organization is necessarily a network, made up of self-directed teams.

 

Using the model of servant leadership, the leaders quietly enable others to maximize their performance through a system of layered mentoring. The quality of communication is empathetic throughout. The worker is a microcosm of the organization, and is encouraged to assume responsibility for the whole, beyond his or her job description. Outside involvement in the community and personal growth are encouraged as relevant to the organization’s vision.

 

 

 

 

218vjjm5vbb6m03n9i0us72tn401OrgJourneyArticle.pdf