To support the organising of work in a responsible, fair and healthy manner in which people are well led and free to exercise their capabilities.
The Society believes that this requires applying a whole systems framework*, emerging from reflective inquiry, in which levels of work and individual capability is the initial paradigm. Growth in awareness is the essential process combined with the development of a trusting relationship.
The benefits are organisational effectiveness, fulfilled people and organisations designed for value creation, sustainability and social well-being.
• Inspired by the work of Wilfred Brown and Elliott Jaques
Who we are: our differences and what we hold in common
While GO Society’s associates and fellows agree to support the Society’s purpose, we come to our organizational work from different disciplines, different sectors, different functions, different roles and levels of organizations and different interests in improving organizational effectiveness.
What we hold in common is appreciation, knowledge, and experience in a systems approach to designing and managing organizations that is based on foundational concepts about understanding and organizing complexity in work settings developed by Lord Wilfred Brown and Elliott Jaques. This approach, over the years variously called “The Glacier Project”, “Stratified Systems Theory”, and “Requisite Organization” includes well-defined, researched, and tested concepts of levels of work complexity, levels of human capability, accountability, and effective managerial leadership practices.
We recognize the discovery that organizational systems have a direct and substantial impact both on the personal achievement of people at work and on the capacity of organizations to create wealth for society, and that as a consequence of this the design and implementation of such systems carry strong moral and ethical implications.
While we all appreciate this systems approach and these concepts, we again differ as to which and how many of the concepts we emphasize in our individual practices and how we may integrate them with other theories and skills that we use in our organizational work.
A few examples:
Some associates and fellows work in organization design – some doing partial design perhaps stopping after redesigning levels, roles and staffing; others specializing in redesigning only specific functions such as marketing or human resources; while others may take a more comprehensive approach using the concepts to help in redesigning organization strategy, the level of the organization, levels of work, functional alignment, role design, staffing, accountabilities and authorities, lateral relationships, assessment, talent pool management, and compensation.
Some associates specialize in talent pool work, some specializing primarily in expert based individual assessment using a variety of approaches, some approaches being open source and some proprietary, others working with the managerial group educating and coaching them in making assessments as part of their manager-once-removed, and manager accountabilities aligning these assessments in two-level managerial group calibration meetings. Some who specialize in assessment may or may not also do individual role design or other aspects of organization design.