informal coalitions

Evaluating development and improvement interventions

During a recent management workshop, the vexed question of how best to evaluate development initiatives and interventions arose.  This reminded me of the comments made by a spokesman for the UK's Ministry of Defence, during an international conflict that took place a few years back. He stated that the MoD evaluated the effectiveness of their aerial attacks by asking three questions:

• Did the missile hit the intended target?
• Did the damage caused by the attack materially reduce the enemy's functionality?
• Were the combined effects of the various strikes advancing the overall aims and objectives of the war?

These criteria provide a useful metaphor for assessing the validity and effectiveness of targeted initiatives in other areas, not least organisations.

Drucker on controls and control

In Is a Balanced Scorecard Bad?, Jonathan Becher argues "... metrics by themselves are unlikely to increase the performance of an organization... metrics must be accompanied by objectives and initiatives."  This echoes Peter Drucker's often repeated view that:

• controls are different from control; and, most importantly, that
• more controls do not necessarily lead to more control.

Becher makes the equally important point that use of the term "scorecard" inevitably places undue emphasis on measures (ie 'scores' and scorekeeping).  As I've suggested elsewhere, organizational scorekeepers and commentators are too often seen as more important than the players!

Gianfranco Zola and some thoughts on organizational vision

I've just returned from speaking about Informal Coalitions to a group of London-based management consultants.  The event was held at Chelsea's Stamford Bridge stadium. When I arrived, I was directed to the Zola Suite, nestled in the upper reaches of the West Stand. The walls were decked out with pictures of Gianfranco Zola in action. One sequence showed the past-master turning West Ham United's Julian Dicks 'inside out', before scoring another of his spectacular goals.  Zola had vision. And providing vision is an important element of the change-leadership agenda set out in Informal Coalitions.

The negative spaces of organizational dynamics #2 - The limits of rationality and either-or thinking

This post builds on the earlier discussion entitled The negative spaces of organizational dynamics #1 – A metaphor. It similarly draws on the notion of the negative space within drawings, as introduced by Betty Edwards in her book Drawing on the Right Side of the Brain. In particular, it challenges the limits of rational, ‘left-brained’ thinking in organizational leadership and consultancy.

The peaks and valleys of strengths and weaknesses

In the post Are Your Strengths Under Your Control? (31 January, 2007) "Ed" makes some important points about how an individual's strengths can become weaknesses if these are carried to excess. He suggests, for example, that self-confidence (a strength) can become arrogance (a weakness) if taken to an extreme. This is an important - and often overlooked - dynamic in individual and organizational performance.