Control Lens

The newly appointed CE felt like he should enhance the organization in two ways; the first is to keep the business running and performing well and the second is to raise the organization’s performance by implementing a change strategy. He addressed the problems and started gathering data while developing his plan. While doing so, the CE conveyed the meaning of what problem is. He identified the problem as a tame problem and used the caused oriented way of thinking. In his situation, this led to random responses as described by (Pye, 2005). The first try to implement the strategy failed and the company didn’t deliver the requirements by board members. The CE’s focus on his role as leader but not on his actions “sense making” led to disorganization
They can achieve this change by using four lenses that Magolis identified as control, impact, breadth and duration.
The Control lens focuses on how to improve the coming events rather than focusing on how preventing the crisis was possible by asking questions that will form a plan on what could be done. Asking questions like what can I influence to change the direction of the crisis? Or a visualizing question such as what would [a manager] do? Or a collaborating question to see who in his team can help him and how to engage him/her in the best way.
The impact lens focuses on how the manager can positively impact what happens next “instead of giving in to victimization”. The impact lens suggests that managers should ask questions like “how can I step up to make an immediate positive impact on the situation? And what positive impact might my efforts have on the people around me? For example, the other managers working with him, shareholders and employees. How do I involve the uncooperative parties?”(Margolis,
With questions like what can I do to limit the problem and what can I do to maximize the positives of the situation? What benefits will we develop? What can we do together as a team and what can each of us do to contain the damage? Can help to specify new objectives to both the manager and the team.
The duration lens focuses on what should leaders do to address the problem now. Unlike the other lenses; the duration lens starts with imagining how the situation will look like when the crisis ends then specifies the needed short – term actions that will help to move in that direction and what strategy, as a team, we should follow to reach that situation.
If I was the CE, in the start, I would have considered sharing the strategy rather than impose it on the team which will eliminate the feeling of [CE’s name] strategy. I will also consider all the stakeholders involved in the plan to construct a plan that will make sense to all stakeholders. I will identify the team that will implement the plan with me to reach the “other side” of the