Strategies for Organization Design

Table of contents

1. Cover
2. Title Page
3. Copyright
4. Dedication
5. Preface
6. 1 Right Intentions, Wrong Focus
   1. Design Decisions Are Not Linked to Behavior
   2. Design Solutions Are Focused Primarily on the Individual
   3. Design Ignores the Power of Horizontal Networks
   4. But Are There Really Problems with How Organizations Are Currently Designed?
7. 2 Solving the Right Problem
   1. Lack of Ownership
   2. Poor Collaboration and Overlapping Roles
   3. Unfairness in Pay and Performance Measurement
   4. Us‐Versus‐Them Mentality
   5. Lack of Social Connection
   6. Lack of Empowerment
8. 3 The Peopletecture Model
9. 4 Hierarchy
   1. Hierarchies Are Necessary
   2. Different Structures
   3. The Silo Trap
   4. Benefits of Hierarchy
   5. A New Approach
10. 5 Networks
    1. The Nature of Networks
    2. Organization Network Analysis
    3. Network Roles
    4. Small World
    5. Echo Chambers and Double Counting
    6. Homophily
    7. Bridging Capital
    8. Social Capital Benefits
    9. How Networks Change
    10. Know Your Networks
    11. About That Story …
11. 6 Hierarchy Versus Networks
    1. Working Together
    2. How to Change Existing Networks
    3. Building Distributed Networks
12. 7 Measurement
    1. Is Performance Measurement Necessary?
    2. Performance Reviews
    3. Give Attention
    4. System Measurements: Profit and Loss
    5. Collaborative P&L
    6. Individual Goals Versus Shared Goals
    7. Rewards Linked to Motivation
    8. Transform Individual Rewards
    9. Collective Incentives
13. 8 Membership
    1. In‐Group and Out‐Group
    2. Affinity Within Groups Is Amplified by Similarity Within and Competition Between
    3. Affinity Within Groups Is Amplified by a Shared Sense of Fate
    4. Jobs Versus Roles
    5. Roles Versus Social Capital
    6. But Does Belonging Really Matter in Business?
    7. What Does This All Mean for Organization Design?
14. 9 Responsibility
    1. Accountability, Authority, and Responsibility Defined
    2. Unleashing Autonomy
    3. Aligning Decisions with the Hierarchy (Central Accountability) and the Network (Decentral Empowerment)
    4. Decision Bias
    5. Getting Decision Rights Right
    6. Decision Frameworks
    7. Team Empowerment
15. 10 Teaming
    1. Teams Versus Teaming
    2. When Are Groups Wise?
    3. Boundary Spanning
    4. Super Chickens
    5. Big Potential
    6. Size Matters
    7. What Does This All Mean for Organization Design?
16. 11 Purpose and Utility
    1. Purpose
    2. Utility
    3. Primary Axis
    4. So What Is the Problem?
    5. A Note on Front and Back Office
    6. Case in Point
    7. Leadership, Experience, and Culture
    8. Transformation Realized
17. 12 Peopletecture for Individuals and Managers
    1. Communicate and Engage at All Levels
    2. Co‐Create Roles and Relationships
    3. Support Autonomy Consistent with Your Decision‐Making Model
    4. Know Your Networks to Connect Silos
    5. Establish and Work Toward (Achievable) Shared Goals Rather Than Individual Performance
18. 13 Where Should You Start?
    1. Deploy Design Thinking
    2. A New Way to Design Organizations
    3. Who Should Be Doing All This Architecting?
    4. How to Build an Organization Design Capability
19. 14 Conclusion: What's Next?
    1. Improving Social Capital
    2. Traces of Trust
    3. Collective Intelligence
    4. The Workplace of the Future
20. Appendix
    1. Design Principles Approach
    2. Role Crafting Template
    3. Accountable and Empowered Blueprint
21. References
    1. Chapter 1
    2. Chapter 2
    3. Chapter 3
    4. Chapter 4
    5. Chapter 5
    6. Chapter 6
    7. Chapter 7
    8. Chapter 8
    9. Chapter 9
    10. Chapter 10
    11. Chapter 11
    12. Chapter 12
    13. Chapter 13
    14. Chapter 14
22. Bibliography
23. About the Author
24. Acknowledgments
25. Index
26. End User License Agreement