Addressing Complex Organizational Challenges through Constructive Alignment

When we undertook a recent session of alignment, we noticed an unexpected outcome. Instead of resolving initial issues, participants seemed to have left the session with an increased burden of problems. This led to the question: are we merely addressing the symptoms rather than the root causes? Can we truly manage the organizational complexity?

Is Alignment Just Reorganization?

If by alignment you mean reorganizations, they are certainly not a panacea. Reorganizations can be a strategic and thoughtful endeavor to improve operational efficiency or foster innovation. However, they often become mired in political considerations and personal relationships, leading to their failure. The complexity of human dynamics always presents challenges that require thoughtful and constructive resolutions.

Pushing Back on Problem Identification

It's crucial not to let people off the hook when it comes to addressing issues. Instead of jumping straight into solutions, it’s essential to encourage a more structured approach to problem identification. A productive strategy could be, whenever an issue is raised with your approach, to request that those involved provide two or three reasonable alternatives, to be presented on a specific day—such as Friday—followed by a thorough discussion of these options. This approach not only encourages deeper thinking but also engages team members more constructively.

Experience has shown that many individuals are more adept at identifying problems than solving them. Therefore, by challenging people to come up with viable solutions, you can foster a culture of responsibility and proactive problem solving. It’s not about blaming, but about encouraging a culture of continuous improvement and collaboration.

Understanding and Navigating Organizational Friction

Moreover, it’s important to recognize that alignment is not about solving problems so much as it is about bringing underlying issues to the surface. In any organization, there is a natural level of friction that arises from having multiple teams with diverse roles and perspectives. This friction, often referred to as positive friction, is intrinsic and necessary for growth and innovation.

Just as the ancient Romans warned, “Illegitimous non corborundum est,” meaning, “Don’t let the bastards wear you down,” it’s vital not to let issues draining productivity and morale become a norm. When faced with persistent challenges, it’s crucial to address them constructively rather than allowing them to fester. By maintaining open communication and a proactive approach, you can effectively manage the complexity and foster a more aligned and harmonious organization.

Conclusion

While alignment can create more friction in the beginning, it is not inherently the cause of new problems. Instead, it provides an opportunity to address and tackle existing challenges, openly and constructively. By fostering a culture of responsibility and encouraging structured problem-solving, we can navigate the complexities of organizational life with greater resilience and positivity.