On reading the case, we can deduce that the main problem is arising from three different tension centers in the organization. ...
A paranoid organization
Paul has suffered a major trust traumatism when his father didn’t explicitly leave him in charge of the company in his will. ... The consultant talks about “covert forces at work” to describe the movements in the organization under the surface. ...
Another element that leads us to think that it is a paranoid organization is that almost everyone in the organization tries to find confirmations to their suspicions. ...
A compulsive organization
The organization also has a compulsive aspect. ...
The organization has always been plundered by too many strict-we can even say abusive- rules since the time of “tyrant” William Adams. ...
What is also striking is how the organization in the upper spheres can be copied in the lower spheres. If the leaders are the members of that compulsive organization, the employees and the subordinates imitate them. ... The whole organization is based on distrust, and thus it is motionless. There is a constant sense of control, anxiety and also of dogmatism in which everything is in stark shades of black and white
A dramatic organization
The corporate decision-making is marked by boldness and flamboyance as Paul follows his own intuitions and has no long term vision. ...
A depressive organization
We observe inactivity, lack of confidence, extreme conservatism and insularity. ...
A schizoid organization
Indeed, we can see leadership vacuums that lead to destructive gamesmanship among lower level executives and prevent the free flow of information. ... It seems that there is a permeating belief among the leaders that interactions with others will eventually fail and hurt the organization. ...
Denial
We can see that Paul never wants to acknowledge that their exists any problem in the organization. ... We personally think that Diana Company has reached the point that many organizations come to, which is to develop processes orientated towards an individual without thinking about the dynamics this creates within the organization as a whole. Particularly, the consequent limits on the organization’s own capacity to learn and change.
In order to progress, the Diana Company needs to explicitly acknowledge at least one aspect of the emotional life of the organization - how threatened managers can feel when challenged, especially by subordinates, and their consequent defensive and aggressive response. ... To change as an organization, the Diana Company will need to legitimize learning processes that question the assumptions that inform existing power relations.
A systemic understanding can emerge where there is recognition of the connections between the emotional life within an organization and the political structures created through organizing. ... back in terms of its ‘systemic thinking’, is the collective fear or ambivalence about feelings of rivalry, competition or threat between managers, and how this has found expression and enactment in the politics of the organization.
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