A dialectical model of organizational balance

From: David A. Kolb, Irwin M. Rubin and Joyce S. Osland, Organizational Behavior: An Experiential Approach, Englewood Cliffs, NJ: Prentice Hall, 5th edition, pp. 37-38.
Figure 1. Competing Values Framework of Leadership Roles . HUMAN RELATIONS MODEL Toward a Responsive, Open Style Toward a Concerned, Supportive Style Mentor Role: Caring, Empathetic (Shows Consideration) Flexibility Innovator Role: Creative, Clever (Envisions Change) Toward an Inventive, Risk-Taking Style OPEN SYSTEMS MODEL

Group Facilitator Role: Process-Oriented (Facilitates Interaction) Toward a Cooperative, Longer Time Horizons Team-Oriented Style Internal Focus Monitor Role: Technical Expert (Collects Information Toward a Conservative, Cautious Style Coordinator Role: Dependable, Reliable (Maintains Structure) Control

Broker Role: ResourceOriented, Politically Astute (Acquires Resources) External Focus Shorter Time Horizons Toward a Dynamic, Competitive Style

Producer Role: TaskOriented, Work-Focused (Initiates Action) Director Role: Decisive, Directive (Provides Structure) Toward a Directive, Goal-Oriented Style

Toward a Structured, Formal Style INTERNAL PROCESS MODEL RATIONAL GOAL MODEL

One of the most recent theories of organizing concerns the importance of mastering the paradoxes and competing demands of high performance. Quinn (1988) maintains that parts of the different schools of management theory described in this chapter are still appropriate to modern organizations (see Figure [1]). Organizational success comes from the ability to utilize the contradictory logic of all these theories. Each theory appears to be the opposite of the one it faces diagonally. Both the expectations and the value assumptions of opposite theories appear to be in competition. For example, maximizing output (rational goal model) is at odds with developing human resources (human relations model); growth and expansion (open systems model) appear to be the opposite of consolidation and continuity (internal process model. According to Quinn, none of these models is the one best way to organize or manage; in fact, too much emphasis upon any one model will lead to failure. Figure [2] shows both positive and negative zones. When a model is used effectively, the organization will lie in the positive zone; however, too much of a good thing pushes the organization into the negative zone. Overemphasis upon productivity and lack of attention and sensitivity to human resources results in employee burnout and an oppressive sweat shop culture. In contrast, overemphasis upon human resources and

lack of attention to productivity results in extreme permissiveness, irrelevance, and inappropriate participation, the irresponsible country club. The other two poles are overemphasis upon the external environment and change the tumultuous anarchy and excessive control and stability, which results in the frozen bureaucracy. As Quinn describes it, both organizations and people run the risk of becoming victims of their own success in the end, the organizations strengths become a weakness. When people or organizations are subjected to pressure, they usually resort to the mental maps or strategies that served them well in the past and do more of the same. Unofortunately, it is often new strategies, theories, and ways of perceiving that are called for in times of upheaval.
Figure 2. The Positive and Negative Zones .

Extreme Permissiveness, Uncontrolled Individualism Commitment, Morale, Human Development

Chaos

The Irresponsible Country Club

Tumultuous Anarchy

Premature Responsiveness, Disastrous Experimentation Innovation, Adaptation, Change

Inappropriate Participation, Unproductive Discussion

Political Expediency, Unprincipled Opportunism

Participation, External Support, Resource AcquiOpenness, Discussion sition, Growth Negative Zone Apathy Indifference Information Management, Documentation Procedural Sterility, Trivial Rigor Counteractive values Productivity, Accomplishment, Impact Perpetual Exertion, Human Exhaustion Unclear values Belligerence Hostility

Habitual Perpetuation, Ironbound Tradition

Stability, Direction, Control, Goal Clarity, Continuity Planning Positive Zone Negative Zone

Undiscerning Regulation, Blind Dogma

The Frozen Bureaucracy

Rigidity

The Oppressive Sweat Shop

Reference: Robert E. Quinn, Beyond Rational Management, San Francisco: Jossey-Bass. Figures 1 and 2 are found on pp. 86 and 87, respectively.