Organizational Mess and Transformation Project
T214 TMA 06
PART 1 (10%)
Briefly describe an organisational mess you are/have been associated with.
(If this is the same mess as TMA05, briefly summarise the key points which have led you to selecting the metaphors you use in Part 2. Also please attach your TMA05 PART1 Mess Description as an APPENDIX).
(max: 400 words for PART 1)
My chosen mess is:
It fits the following mess criteria, because:
a)
b)
c) etc) Following on from TMA05, the organisational mess I described was the 5yr Transformation Programme embarked upon by my employers a Local Government Authority (LGA), as summarised in paragraph 1, appendix1, from an old style service into a commissioning organisation.
The main points within this mess that has led me to select three metaphors of organisms, games and chaos (which I will be using in the second part of this TMA) are perfectly illustrated by the generic diagram figure 1, appendix 1. Namely it is unbounded, lacks definition and certainty with varying emergent issues.
The LGA’s organisational structure, hierarchy and number of stakeholders lend themselves to the complexity of the messy situation. Each department is evolving and growing to become the being that the organisation desires it’s a living entity much like an organism. It learns and defines it processes and substructures, maintaining interconnected relationships, cultures and behaviours.
During its march towards a modern, innovative organisation the LGA becomes embroiled in a cauldron of games which have strategic, political, autonomic outcomes. To some extent power and conflict goes hand in hand with these games as the departments jostle for advantage (survival of the fittest) as noted in paragraph 5, appendix 1. However at the top of the tree the leadership teams appear remote to the games being played out below them, the rich picture, appendix 2 illustrates as stakeholders they hold the power of absolute decision, yet entwined within the messy problem they
PART 1 (10%)
Briefly describe an organisational mess you are/have been associated with.
(If this is the same mess as TMA05, briefly summarise the key points which have led you to selecting the metaphors you use in Part 2. Also please attach your TMA05 PART1 Mess Description as an APPENDIX).
(max: 400 words for PART 1)
My chosen mess is:
It fits the following mess criteria, because:
a)
b)
c) etc) Following on from TMA05, the organisational mess I described was the 5yr Transformation Programme embarked upon by my employers a Local Government Authority (LGA), as summarised in paragraph 1, appendix1, from an old style service into a commissioning organisation.
The main points within this mess that has led me to select three metaphors of organisms, games and chaos (which I will be using in the second part of this TMA) are perfectly illustrated by the generic diagram figure 1, appendix 1. Namely it is unbounded, lacks definition and certainty with varying emergent issues.
The LGA’s organisational structure, hierarchy and number of stakeholders lend themselves to the complexity of the messy situation. Each department is evolving and growing to become the being that the organisation desires it’s a living entity much like an organism. It learns and defines it processes and substructures, maintaining interconnected relationships, cultures and behaviours.
During its march towards a modern, innovative organisation the LGA becomes embroiled in a cauldron of games which have strategic, political, autonomic outcomes. To some extent power and conflict goes hand in hand with these games as the departments jostle for advantage (survival of the fittest) as noted in paragraph 5, appendix 1. However at the top of the tree the leadership teams appear remote to the games being played out below them, the rich picture, appendix 2 illustrates as stakeholders they hold the power of absolute decision, yet entwined within the messy problem they
References: [1] Taken with kind permission from the Essex County Council intranet (closed website) – accessed (22/06/2012) [2] http://learn.open.ac.uk/mod/oucontent/view.php?id=622767§ion=1.1 (accessed 22/06/2012) APPENDIX 2 Any diagrams relevant to your analysis in Parts 2 &3 APPENDIX 3