Partnership-Based Adherence

According to the Authors, the Partnership-Based Adherence is a paradoxical strategy which must be implemented within the framework of a Constant Structure of Permanent Adjustment in order to be effective. It is according to them the only strategy that can allow a reconciliation of antagonisms and discrepancies at all levels: intrapersonal, interpersonal, and organisational.

 

The traditional functions of the organisation are used to illustrate the application of the Partnership-Based Adherence within the organisation. According to the Authors, any organisation concerned must be apprehended as an Erratic System of Functional Interdependency.

 

As a first illustration, the Authors analyse the decision-making function. The Partnership-Based Adherence makes the decision-making function more effective in its two traditional aspects:

 

ü Formal aspects of decision-making processes – whether from the point of view of priority setting, attention to give to future events, analysis and processing of information, or from the point of view of learning and evolution, the decisions are made in such a way as to preserve social cohesion and to place the organisation in an optimal position, in anticipation of the turbulences of its environment

 

ü Informal aspects of decision-making processes – a permanent negotiation is institutionalised with regard to discrepant perceptions of the reality. Inclinations of manipulation coming from a particular group are frustrated and all the interested stakeholders are protected from the arbitrary choice of the participants to the negotiation

 

As a second illustration, the Authors addressed the control function. The control function is rendered more effective by means of the Constant Structure of Permanent Adjustment. That structure allows the control of prevention and forbids the control of repair. Moreover, it incorporates the recognition of a future identified as manifold and features the following advantages:

 

ü Adaptation of the control to the turbulences

 

ü Inclusion of the degree of centralisation and decentralisation

 

ü Respect for the nature of services and tasks

 

ü Uselessness of recourse to the vicious circles that often accompany bureaucracy

 

As a third illustration, the Authors look into the directing function. As far as the directing function is concerned, the implementation of the Partnership-Based Adherence puts every member of the organisation in a position to become involved with it. This entails a reconsideration of the traditional management methods that favour a visionary leader. It involves a management that actually listens and recognition of the weaknesses and shortcomings of all the stakeholders.

 

The effectiveness of a directing function that relies on the Partnership-Based Adherence as a strategy requires at least two arrangements:

 

ü Renouncing managerial omniscience and omnipotence – given that they are undermined by the frequent, unpredictable, and irreversible modifications of the environment

 

ü Mourning a management systematically geared towards short term results – given that, through a strengthening of prejudice and stereotypes, and through a closure to change and complexity, the results obtained in expense of the customers and employees reverberate into mismatch experiences and dysfunctional behaviours  

 

 

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