Highly con?¬? dent people will take risks when time does not
allow for consensus building.
Direction is primarily informed by customer??™s needs and team culture. Th e assumption is
that meeting customer needs in a fashion consistent with healthy team norms is the path to
e?¬? ectiveness.
Feedback comes from customers and teammates as well as directly from the work. Th e now
familiar 360-degree feedback does not have to be solicited because it is frequently available.
Authority and accountability are widely distributed and sought by those in a position to
impact customer satisfaction, revenue, and organizational continuity. Acquiring more
authority, which is often a goal of politically active people in more vertical organizations, is
of little value in a ?¬‚ at organization where the structure of work is more dynamic.
Change initiatives such as program or system implementations will normally require signi
?¬? cant investments of time, e?¬? ort, and materials to educate and enlist the cooperation
of organization members. Such investments are returned in the speed with which actual
implementation can be achieved.
Archetypes in the Middle
Th e vast majority of organizations today have a culture that is a blend of vertical and horizontal elements
in the contract. It could be said that such an organization is ???neither ?¬? sh nor fowl??? and unsure
of its own identity, but that is not really the case. As it turns out, an organization culture can have
elements of both vertical and horizontal archetypes.
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