Information organisation och ledarskap ngra teorier och modeller

Information, organisation och ledarskap: några teorier och modeller Leif Åberg Communicare 17. 5. 1999

Hur bör informationsenheten vara organiserad och vilken kompetens bör den besitta? information organisation ledarskap Hur integrerar man informationsverksamheten i organisationens övergripande mission och verksamhet? Vad innebär egentligen ett strategiskt informationsarbete och hur kan det leda fram till ökad effektivitet och realiserande av organisationens övergripande mål?

Hur integrerar man informationsverksamheten i organisationens övergripande ledarskap mission och verksamhet? Vad innebär egentligen ett strategiskt informationsarbete och hur kan det leda fram till ökad effektivitet och realiserande av organisationens övergripande mål?

When skilled and knowing people are getting committed, the organization should be able to direct the surfacing energy to a desired direction. For this, a good strategy and enthusiastic communications are needed!

”A group without goals is like a herd of mustangs galloping on a prairie. There is speed, sure, but no direction. ” Erkki Tikkanen, a well-known Finnish manager, to the personnel of Labsystems Ltd. , after having been called in to save this corporation from a crisis

Management It is about directing the resources to direct, there has to be a direction resource= a potential that can be used, but is not necessarily used effectively z a direction, where to? To the future! z But future is in the mind of the beholder z key concept: visioning, and sharing a common vision z z

Group synergy z A work group, in a synergic phase produces new, creative solutions in a positive manner: the members enjoy being synergic z synergic processes make tacit knowledge and tacit skills to surface

”I accept this goal or task and I will give my best to help to fulfill it. ” Vision has been internalized.

Visions z to build a solid vision, the organizations must combine managerial processes and processes that emerge from human activities z metaphor: a kite!

The art of flying a kite: the kite will fly, z if it is windy, and z if one, running against the wind, manages to bring about the essential initial driving force

Once the kite is up, it is vital to maintain an active balance between managerial processes and processes related to human behavior

This active balancing is achieved through communication

S TA SK G O ND AL S Åberg’s Kite C O R G AL U ID IV D IN IS TE IT C I S G CY RA M IC E A LE MA N PO R AM Y R U D O LT YN P D U U C ID BU EA S ST , M INE G R AT IS SS TE RO SI E AM UP O G N Y A VISION

S G O ND AL S Åberg’s Kite C O R G AL U ID IV D IN IS TE IT C I S G CY RA M IC E A LE MA N PO R AM Y R U D O LT YN P D U U C C O M M U N I C A T I O N TA SK ID BU EA S ST , M INE G R AT IS SS TE RO SI E AM UP O G N Y A VISION

AL U ID O ND AL S G S O R G IV D IN C O MANIM FESTATM ION OF U VISION N ICOMC MUNIA TCATSCAN-IING NINGOCHANNGE TA SK C IS TE IT C I S G CY RA M IC E A LE MA N PO R AM Y R U D O LT YN P D U U C Åberg’s Kite ID BU EA S ST , M INE G R AT IS SS TE RO SI E AM UP O G N Y A VISION

Manifestation of ION VISvision: Åberg’s Kite building up the core story of the organization Scanning: the recognition of the first weak signals of essential external and internal changes as early as possible, in order to make corrective action possible C O MANIM FESTATM ION OF U VISION N ICOMC MUNIA TCATSCAN-IING NINGOCHANNGE Communicating change: Communications that a) bring about change and b) describe it.

Manifestation of vision z the people should be able to see themselves in the vision • when Martin Luther King once said ”I have a dream” and when hundreds of thousands of people listened to that, moved, they did not think: ”this Martin, what a great vision he has”, but saw themselves as a part of that vision, and it was this that emotionally shook them z ”sharp on edges, blurred in the center” z vision is deliberately blurred, yet it shows the direction

Tools for Revealing the Vision z core story links the past with the future and defines the current position z strategic keywords: using, e. g. , a 3 x 3 x 3 -diagram z strategic core messages: elaboration of the strategic keywords z slogan: one core message, used for identification of the company z emblem: e. g. , logo+name, or an auditive emblem

Core Story VISION EXTERNAL LEGITIMACY N O I S S I M INTERNAL LEGITIMACY GOOD HERITAGE

The S-group continues to develop the cooperative form of enterprise best suited to the needs of the people VISION in order to produce a more humane direction in the development of the Today, through customerfree-market economy ownership, chain operations N O I the and efficient structures, S S I S-Group uses its Minfluence make living in Finland The S-Group hastoalways less expensive and played an important role in quality in the social andricher economic this is opened development of Finland. using a 3 x 3 x 3 It has. GOOD been innovative and diagram responsive to the challenges HERITAGE of the time Core Story: S-Group

A 3 x 3 (x 3) Diagram You receive benefits You can influence You’re working for good cause Customer-ownership ”Your benefits in Finland” Unique structure Regional Networks Efficiency Personnel Chains National Logistics

B) Scanning z the recognition of the first weak signals of essential external and internal changes as early as possible, in order to make corrective action possible z environmental and internal scanning

Trends Random fluctuation Environmental responses to our actions ?

1 Recognition of possible sources of essential weak signals 6 Control of consequences 5 Taking action 4 Recommendations for actions Scanning 2 External and internal monitoring 3 Interpretation

Communicating change Enhance Balance Control Task centered change Excite past: ”good old times” present Perturb Chaos Attract Transformation future: ”times of turbulence” time

A dynamic model of organizational change Revolution: VISION Enhance Control Excite Balance Task centered change Transformation Robin M. Rowley & Joseph J. Roevens: Organize with Chaos. Lint 1996 Perturb Chaos Attract Evolution: VALUES

Bringing about change á la Rowley & Roevens z Enhance: create an atmosphere that enhances risk taking, cooperation, and selforganizing behavior z Perturb: ”shake” the organization out of its current orbit: create a controlled state of uncertainty -> self-organization begins z Attract: bring about emotional commitment, in order to produce the critical mass needed for change z Excite: create an emotional state that excites people, this gradually leads to a higher level of order

Enhance: create an atmosphere that enhances risk taking, cooperation, and self-organizing behavior z enhance risk taking z stress the value of and self-organizing customerhip, service, behavior and competition z manifestation of z define and surface vision internal values z key strategic concepts z enhance free cooperation and z allow experimenting communication z create a constructive feedback system

Perturb: ”shake” the organization out of its current orbit: create a controlled state of uncertainty -> selforganization begins z abandon old status z pick to the front line symbols, rituals and the ”true rebels” rules z throw in ”impossible” z emphasize positive professional challenges criticism and make them ”projects of national pride” z emphasize open communications at all z use benchmarking and levels scanning to detect signals of change z question old ways: ask ’why’ and ’what if’

Attract: bring about emotional commitment, in order to produce the critical mass needed for change z motivate and bring about commitment z ask all the time the synergic groups to argue and to reason their new ways of doing things z enhance new symbols and rituals, created by synergic groups z use creative problem solution techniques

Excite: create an emotional state that excites people, this gradually leads to a higher level of order z create excitement over things being done ”the new way” z allow outbreaks, bursts of excellence z reward top performance z tell stories about top teams and synergy z bury with dignity old ways of doing things z make the new ways of doing things part of the new vision

Scanning as a part of the knowing cycle streams of experience Sense making shared meanings new knowledge, capabilities Knowledge creating Decision making goal-directed, adaptive behavior Choo, C. W. , The Knowing Organization. New York 1998

Scanning as a part of the knowing cycle streams of experience scanning Sense making shared meanings new knowledge, capabilities Knowledge creating Decision latency making goal-directed, adaptive behavior Choo, C. W. , The Knowing Organization. New York 1998

Latency z the time between the observation of those weak signals that have to be taken into account and the execution of decisions made on the basis of these signals

Zero latency enterprise z a concept created by Gartner group z an organization with instant, real-time decision making z a theoretical concept, similar to the concept of absolute zero temperature z a zero-latency enterprise has to possess tolerance for erratic decisions

years months weeks days hours 0 ”the one who knew” travelled transportation means mail messengers telegraph telefax, telephone new information technology zero latency enterprises

information Hur integrerar man informationsorganisation verksamheten i ledarskap organisationens Hur bör informationsenheten övergripande vara organiserad och mission och verksamhet? vilken kompetens Vad innebär egentligen bör den besitta? ett strategiskt informationsarbete och hur kan det leda fram till ökad effektivitet och realiserande av organisationens övergripande mål?