The management philosopher, Peter Drucker, said:
I’m not comfortable with the word manager (leader) anymore, because it implies subordinates. I find myself using executive more, because it implies responsibility for an area, not necessarily dominion over people. The new organizations need to go beyond senior/junior polarities to a blend with sponsor and mentor relations. In the traditional organization – the organization of the last 100 years – the skeleton, or internal structure, was a combination of rank and power. In the emerging organization, it has to be mutual understanding and responsibility. (May 1993)
Peer-based
Organizational Design
Fourteen Principles of Peer-based Organizational Design
1. The peer principle (each person possesses the equal privilege to speak and shares an equal and reciprocal obligation to listen)
2. Openness & Transparency
3. Participation
4. Persuasive influence
5. Accountability
6. Alignment I – design org space (systems & processes) to link status to contribution not control of resources
7. Alignment II – design org space (systems & processes) in a way that matches skills and tasks and individual & org interests
8. Compensation based on peer reviews and benchmarking
9. Allow individuals to choose voluntarily their own manner of contributing to org decision-making
10. Respect the need for irruptions of individuality – value individual expression within a participatory framework
11. Create on the human scale – eye-to-eye contact, face-to-face interactions
12. Charter peer councils to perform management functions, in place of leadership positions (see below)
13. Use mentors to consult with and link the peer councils together and to advise and coach teams and individuals
14. Use rotational stewardship positions and teams/task forces for critical assignments
Five management functions:
· Strategic – Vision – See it
· Operational – Planning – Plan it
· Tactical – Doing – Do it
· Resource – Funding – Energize it
· People – Culture – Make it meaningful
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