The juxtaposition of these two words sounds unlikely doesn’t it? We really don’t think of machines as being innovative — they do pre-programmed things (one hopes well). For certain, the operator of the machine can innovate, but not the machine itself. Similarly, traditional bureaucratic organizations, specialization and organizational lines of communication and control usually substantially limit innovation from within.
As we discussed earlier, the bureaucratic organization structure is based on the principle of rational control, which enables a small number of people to exercise control over a large number of people. Because security, privileges and economic rewards tend to be commensurate with the scope of authority and power, managers tend to guard and seek to enlarge their scope of conrol. This and other factors tend to lead both to internal competition and a resistance to changes that may decrease a manager’s scope of control, or put him/her in a less advantageous position.
Although this blog promotes a Partnership paradigm of leadership and organization, which is distinctly un-Machiavellian, there are few as insightful or eloquent with respect to the dynamics of authoritarian leadership than Machiavelli, who confirms one reason that innovation and change tends to be so difficult for modern organizations:
“It should be borne in mind that there is nothing more difficult to handle, more doubtful of success and more dangerous to carry through than initiating changes. The innovator makes enemies of all those who prospered under the old order and receives only lukewarm support from those would prosper under the new.” (Niccolo Machiavelli 1512)
This tendency to pursue one’s own self interest can be counterbalanced by an inspiring vision — which is one of the key functions of good leadership. However, it is interesting and potentially instructive to observe that the burueaucratic organization form we take for granted today was not designed or intended to be innovative. This is not to say that such organizations cannot be innovative, but in order to do so, they have to overcome some problems of their own making.
In upcoming posts, we will continue to explore the dynamics of traditional organizations, and also begin to explore emerging paradigms of organization and leadership, and how coaching is both a means and an end to more empowered, collaborative and innovative organizations ….
