The Busting Bureaucracy Hackathon

Phase 2: IMAGINING ALTERNATIVES TO THE BUREAUCRATIC MODEL

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IMAGINING ALTERNATIVES TO THE BUREAUCRATIC MODEL

In the current phase of the hackathon, we’re working to define the attributes of the post-bureaucratic organization—what new management practices can provide an alternative to the bureaucratic model of top-down control and formal rules and procedures?

In a paragraph or less, please share your idea for an alternative approach that could replace an existing bureaucratic management practice (or "like" one or more of the existing contributions below).

Hint: when trying to imagine alternatives, you might find it easier to pick an existing management practice, for example strategy development or performance reviews. Then share a new approach that you believe might more efficiently or effectively replace the existing practice. You can also get some additional context and inspiration by reading Gary Hamel’s latest blog. Please share your ideas by May 16.

Submissions

miguel-veloso's picture
I think the first step to replace the existing bureaucratic practices has to do with handling fear, as Hubert Mugliett points out, because managers will have to relinquish power and it's easy to perceive that as threatening when you are -or think you are- close to the end of your professional career. A way to handle the power issue could be decentralizing decisions from one or a few all-mighty managers to several "area or subject experts", where each one has final say on her/his area/subject. This could be an approach to Jim Scully's "think small" and decentralization. There would be some sort of collegiate organ to decide on issues that affect several areas/subjects, supported by a close-to-real-time feedback information system, 360, including customers and financials, of course. Collegiate decisions would have to be fact supported, based on the feedback information system. As for innovation, proponents would issue proposals though a forum-like application where it could be voted by the entire organization and then analyzed at the proper level. This way attempt to change could be recognized and rewarded even if it failed, as Thimothy Dibble suggests, At some point peer proposed individuals would get to the expert level and the previous expert would stay as a consultant, or some other figure, to ensure the knowledge from experience is used to help the new expert to succeed. This way, stepping out of "management" wouldn't mean being left out in the street, but still being part of the organization.
By Miguel Veloso on May 4, 2022
To start, culture is a better viewpoint than structure for addressing bureaucracy and for changing organizations to be more effective. Example: if people in a hierarchy believe they should not share information, then you restructure so there is no hierarchy, but the ‘don’t share information’ attitude / behavior persists, you have not improved information exchange. If the hierarchy remains, but people change their understanding of sharing information so that attitude and behaviors change, you can improve information exchange. In a study of a successful high-tech firm, employees having a strong internal locus of control emerged as the core of a non-bureaucratic culture. An external locus of control was the essence of bureaucracy. Management practices that support the internal locus of control were recorded. Effective, enduring cultures are systems in the sense they have reinforcing elements (attitudes, beliefs, norms). Changing a single element can be difficult as it is linked to others. Therefore conversion, a system level change, offers a more powerful approach. Developing (learning) a new system in a safe, supportive environment (e.g., one of Senge’s MicroWorlds) that has participants explore a new frame of reference offers a path to teaching new systems of perceptions and interpretations. An alternative model to bureaucracy requires more than a paragraph to describe. Email Terry.Schumacher@Rose-Hulman.edu if you would like to see a conference paper on this.
Lovers and Prostitutes: A bureaucrats may be a Lover at home. He is a multi-skilled worker who loves his family, spouse, home and took charge of every aspect of the household. If his home was a country he'd be the Ministers of Finance, Home Affairs, Education, Defence, Health, Transport, Culture, etc.. But at the office, the same person can become a Prostitute who does not enjoy his work and simply sell his body to the office for 8 hours a day for money. Why is this so common in government, big companies and universities? It's the incentives is not there for full ownership and accountability for the Mission. The Mother Model: A mother took ownership of the Mission ( the child) and guarantee its success regardless of degree of difficulties. We can design the Autonomy and Meaning into the work by aligning his work to the Mission everyday. We have to recruit for Best Fit Competency to job and let him evolve into a Mother of the Mission.
By Jack Sim on May 3, 2022
There is a spelling error in your discussions: It's BUREAUCRAZY. I came up with a 4 Jacks Maxim of Bureaucrazy Behavior Jack #1: REJECT. Innovative Ideas = Not Status Quo = Risk & Extra Work = Reject as a Default as it saves Time and Trouble. Jack #2: EJECT. Innovative ideas might straddles many departments or agencies. To divert the innovator, they send you to other departments for a Run-around hoping to achieve Work Avoidance. Jack #3: DEJECT. If the Innovator persists, DRAIN HIS BATTERY by giving neither Yes nor No Answers. Make him wait with Hollywood style: " Don't call us. We'll call you". Jack #4: HIJACK. If the idea eventually gets some support from your Superiors, Hijack the idea and claim credit and success for your career development. Bureaucrazy worse than corruption because it is ubitquitous and it is a substrate for corruption to grow on. To solve this problem, we need to transform Rules-Based Bureaucrats into Mission-Driven workers. To acheive this we need to redesign the incentives to put Mission above Rules. To allow breaking of rules when it obstruct the Mission and reward people who took the initiatives. To punish those who insisted on the Rules even though they knew it violates the Mission.
By Jack Sim on May 3, 2022
The Classic Bureaucratic Elements Remain but Are Emerging in 21st Century Ways Hierarchy Some form of a hierarchy will exist: You will have fewer layers, have more teams, broader networks; but, you still will have organizational levels, every person or unit will not report to one person. Centralized Decision Making Decisions obviously will still be made: While key decisions regarding strategic business direction, facilities planning, advertising, etc. remain fairly centralized, decisions concerning strategic implementation will be made locally and many other product and customer service decisions will be pushed down the hierarchy closer to the action. Personal Specialization People will be specialists in some set of specified functions: They may be skilled in four or five functions instead of one or two, but there is a limit to the number and variety of functions in which a person can be skilled. Line Operations and Staff Support There will be some form of line operations and staff support: The line operations may be built around more flexible work teams working in parallel and doing many steps in a process rather than being organized in rigid functions; and, the available staff support may be much smaller and have its role defined differently, but both will exist. Rules, Regulations, and Policies You are going to have some form of rules, regulations, and policies: They may be more flexible, allowing leeway for different local conditions or situations, but they will exist to help set the culture--“the way we do business around here”--and to prevent anarchy. Controls You will also have budget, head count, or other control mechanisms: They may be less rigid, there may be greater collaboration in setting and utilizing such mechanisms, but they will exist. Functional Charters and Job Descriptions These will exist to some degree: But, those that do exist will be broadly written to provide a general framework to the business and they will not be so rigidly interpreted as to create silos and an “it’s not my job” mentality; also, they will be written to encourage teamwork and collaboration within and across functions. If we pull together the seven elements of bureaucracy with the information underneath each one, we can get a glimpse of how the transformed enterprise, as noted earlier—as being one that is flatter, more flexible, fast-acting, team-oriented, and customer-driven—is emerging. Yet at the same time it is easy to see how the elements of the bureaucratic framework still remain viable in the total scheme of things although they are far afield from how Weber first envisioned them. So in summary bureaucracy is not at all dead; it is alive and well, but it is morphing and adapting.
By Thomas Kayser on May 3, 2022
Post-bureaucratic organizations are disruptive - the discipline of market leaders is replaced by the discipline of market disruptors; corporate management by corporate entrepreneurship.
Bureaucracy the set of rules or protocols to drive is necessary in any System. It is the permanent element in an changing system. But problems arise when bureaucrat's motive would be to protect their position or chair and tend loose sight of delivering functions expected of them.Permanency ,kills the very tendency to change, upgrade or create.Solution is to drive the system through automated systems as far possible. Even experts in a system tend towards bureaucracy and lack of creativity, that is more dangerous that a genarilst
By Job Mathew on May 2, 2022
Raise awareness to make each one happily responsible for his/ her task . Now whenever someone falter's a backup takes up the role as a bonus and complete's it on time to not let the bureaucracy creep in .
The main context of bringing a change in to the bureaucratic system is through collective process.It should be an adaptation of the communism and direct democracy where everything is answerable.There would be nothing under the radar of the government or official norms. The best way to break down the bureaucratic system is to divide the responsibilities collectively and bring everything under the scanner of a so called "People Council" that will function on a rotational and open norm basis.
I believe there are two parts to discuss. Change from one system to another: I think Peter Rennie, hit the nail on the head with the first issue that needs to be dealt with. Fear. Change is always stressful. The first thing each individual will ask is will this change render me obsolete. Should i embrace it or fight it to survive. So any thought about changing the structure from hierarchical to this open system needs to first deal with this. In my opinion it is only by using the same hierarchical model that you can start the drive to change. Change would need to be pushed top down, not by command but by example. Not by mandate but by release of power and by empowerment of. The other part, once critical mass is reached and change has, in the main been achieved is Sustaining the new environment. The vision of the new system is great in that it relies on open unfettered communication, no gatekeepers and exclusivity. But therein lies its weakness too. One should be wary of leading by popularity. just because everyone is showing agreement does not make an idea the best. You need the nay sayer too as he brings in the analysis, the challenge, that pushes one to look further in depth into the mechanics of a proposal. The devil is always in the details and what may start as a great idea may on examination turn out to be impractical (though the process would be priceless in what it can reveal) This begs the question of who will take the decisions. Who will take the unpopular decisions. Who will ensure that ideas that go against the grain are explored Another inherent issue is that like attracts like. I come from the oil industry where i have seen time and again groups of individuals that conglomerate in a company because of social ties. Circles with shared past experience that follow each other, with preferences given in employment because ' i have worked with him and we work well together'. which is good in that it brings together proven teams - and bad, in that they tend to become rigid and stagnant. Most people do not like being challenged and seek out like minded colleagues. This new system is ideally set up for that. This is great as it allows one to work in an environment that is positive to the one's mindset - if one is of the majority mindset. However, i personally believe that unless a system has inbuilt a potential for different ideas to germinate and not be stifled because of their controversial nature, either through personality cults or ... fear of being a pariah as one is not reflecting the main stance, then such systems, wonderful as they are, can stagnate.

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