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Organizational elements
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Traditional Model
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Transformational Model
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Superordinate Goals
Fundamental Assumption
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Pathology
&
Cure
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Cognition
&
Learning
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Strategy
Unique Value
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Control
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Choice
&
Personal Responsibility
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Staff
Basic Values of Management
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Credentials
&
Hierarchy
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Outcome Productivity
&
Personal Responsibility
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Skills
Attributes or Capabilities
Capacity or competence
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Therapy,
biomedicalor psychodynamic
approaches
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Teaching,
social content with
cognitive & behavioral techniques
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Style
Patterns of action
Symbolic behavior
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expert
professional preference
programs &
restrictions
medical jargon
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enabler
client preference
valued settings
support intensity
functional language
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Systems
Formal & informal
procedures
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process orientation
&
command & control
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outcome orientation
&
continuous quality
improvement
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Structure
Task division &
coordination
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"factory" model
centralized
vertical
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temporary services
decentralized
horizontal
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Organizational Models
In making the shift from traditional models of serving people with
problems in living to a transitional model dedicated to the use
of social education, one is required to look at the full range of
organizational elements identified as structure, strategy, systems,
style, skills, staff and superordinate goals1. It is not sufficient
to focus on one organizational element as a multiplicity of factors
influence an organization's ability to change.
The diagram intends to convey the notion of the interconnectedness
of the variables - the idea is that it is difficult, perhaps impossible,
to make significant progress in one area without making progress
in the others as well. The shape of the diagram is also significant.
It has no starting point or implied hierarchy. A priori, it isn't
obvious which of the seven elements will be the driving force in
a particular organization.
1. Based on the 1980 article, Structure is not Organization, by
Robert H. Waterman, Jr., Thomas J. Peters, and Julien R. Phillips.
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