Home » Systems drive behaviour

Our insight

  • The theory we use for diagnosing and helping address the sources of difficulty in the organizational managerial system lies in stratified systems theory.
  • Confusion over the nature of the roles and role relationships has an enormous impact on the behavior in relation to each other.
  • We have a very reassuring experience that inadequacies in managerial organization and leadership processes are causing by far the greatest of behavioral problems. In short, it is the managerial systems that are the problem, not the the people.
  • We obtain changes in behavior without changes in the psychological makeup of the person.
  • The talent pool analysis and mapping is an extraordinary tool.  
  • Problems may not be organization wide: it sometimes is only a part of the organization; a division, a unit, a section, or a team. 

The effects

  • Can results be stated? Yes. Experience is that measurable improvements in organizational effectiveness begin to show by the second half of the first year. Then, there are continuous steady gains in production effectiveness at about 50% to 100% in year two: And then, continued gains take place from here that can rise to as much as 200%. 
  • Results that have been achieved are dramatic in two respects: not only have the changes been deep running in content and quality; they have also proven to be sustainable for periods of many years, without disappearing, as so many fads are. Gains are permanent gains; they are structural. 
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"Systems drive behaviour"

Elliot Jaques