%% #📓 #📚 #🔴 %% # Strategic Organizational Alignment: Authority, Power, Results **Author(s):** [[Chris Crosby]] **Citation:** Crosby, C. (2017). *Strategic organizational alignment: Authority, power, results.* Business Expert Press. --- # ~ 3 Sentence Summary ## Key Takeaways # Notes & Important Ideas ### Chapter > [! abstract] Chapter Summary ## Connections to Other Materials # Personal Reflection & Application ### Under-functioning I see over-functioning and under-functioning in our organization, but I think the latter is more prevalent. In the case of the first, I generally notice the symptom of "finger-pointing at people or departments, versus raising and addressing the organization's misalignment" (Crosby, 2017, p. 168). People are too quick to blame problems on an individual or department rather than looking at the system. Luckily, I think this kind of behavior is relatively rare in our organization. However, under-functioning seems rampant on many levels, and I have certainly been guilty of it myself in the role of Change Agent. I've witnessed projects be put on hold, or simply drag on forever, once people realize they won't be as quick and easy as originally expected. I tend to fall into the trap of the other form of under-functioning which is "avoiding managing a person or situation due to whatever reason you may have" (Crosby, 2017, p. 170). There is usually an element of not wanting to bother busy leaders. I'm also more likely to under-function when I am not clear on the goals and/or the lines of authority. Understanding the SATA model will help me analyze a situation and determine the best approach for solving a problem without letting timelines and tasks slip. In the future, I will be sure to follow up with my boss and other Sustaining Sponsors to be sure there is alignment. ### Accountability vs Alignment As I reflect on the instances of finger pointing that I'm familiar with in my current organization, while accountability can certainly play a role, I think it's mostly due to a lack of alignment. Every department or unit has their own set of goals and priorities, and I find that few are aware of the goals and priorities of other departments/units. When the goals/priorities of two departments conflict or create friction there's not always enough understanding to find an effective solution. I love Crosby's (2017) rule that "if you find that priorities are starting to compete, solve them at the lowest level possible" (p.164). It's something I'd love to see us build into our culture, and we'd need to start by making sure all employees, down to the frontlines, are very clear on the organization's goals and their own unit's goals and also have a basic understanding of the goals of the other departments they interact with regularly. --- # Other References TEL:: Knowledge Retrieval Implication Derivation (KRID) ## Tags *<small>Created on: 2022-11-24</small>* *<small>Last modified on: NaN</small>*