LESSON 10 A Model of the Interaction of Critical Dimensions in a Counterproductive Structure and the Gradual Transition to an Ideal Structure Under Construction

THE EFFECTS of LEVELS of PREJUDICE and COMMUNICATION PATTERNS ON AGGRESSION and LEVELS OF PERFORMANCE COMMUNICATION Decrease INTERACTION BETWEEN SOCIAL SYSTEMS and PERFORMANCE SYSTEMS Decrease Increase PREJUDICE AGGRESSION Increase

AGGRESSION Decrease PREJUDICE PERFORMANCE Increase COMMUNICATION Increase INTERACTION BETWEEN SOCIAL SYSTEMS and PERFORMANCE SYSTEMS THE EFFECTS of LEVELS of PREJUDICE and COMMUNICATION PATTERNS ON AGGRESSION and LEVELS OF PERFORMANCE

AGGREGATE PREJUDICE HIGH AGGREGATE COMMUNICATION EFFECTIVENESS LOW AGGREGATE OVERT CONFLICT HIGH AGGREGATE PERFORMANCE EFFECTIVENESS LOW Maximally Negative Working Conditions Maximally Negative Working Conditions

AGGREGATE PREJUDICE HIGH AGGREGATE COMMUNICATION EFFECTIVENESS LOW AGGREGATE OVERT CONFLICT LOW AGGREGATE COVERT CONFLICT HIGH AGGREGATE PERFORMANCE EFFECTIVENESS MEDIUM Passive-Aggressive Environment Passive-Aggressive Environment

AGGREGATE PREJUDICE HIGH AGGREGATE COMMUNICATION EFFECTIVENESS HIGH AGGREGATE OVERT CONFLICT MEDIUM AGGREGATE PERFORMANCE EFFECTIVENESS MEDIUM Prejudice Gradually Declines Initially effective communication releases talking out of conflicts Initial resolved conflicts leads to moderate cooperation & moderate increased performance Effective Communication eventually leads to a reduction in prejudice followed by reduction in conflict & increase in performance Effective Communication eventually eventually leads to a reduction in prejudice followed by reduction in conflict & increase in performance

AGGREGATE COMMUNICATION EFFECTIVENESS HIGH AGGREGATE PREJUDICE DECREASING AGGREGATE COVERT CONFLICT DECREASING AGGREGATE OVERT CONFLICT DECREASING AGGREGATE PERFORMANCE EFFECTIVENESS INCREASING IFTHEN& & & IDEAL WORKING CONDITIONS

Creating Ideal Working Conditions in Organizations By assessing the current state of the organization and analyzing the history of how it got to be way it currently is, members are freed to proceed to speak openly without blame or blaming and to make creative suggestions for change. By creating a democratic atmosphere in which people across the vertical systems (table of organization’s hierarchy) and horizontal systems (departments distributed by location) can share information, feelings, ideas, strategies relating to making interdependence work smoothly, prejudice and animosity, sabotage, or aggression can be reduced. By agreeing upon interlocking goals and objectives, departments and levels in the hierarchy become mutually facilitating and feel supportive of and supported by each other, rather than resentment and distrust. By setting performance measures that encourage results in productivity and human relations, each work group will begin to feel they are together in a large team that has visible success and recognition. By analyzing the structure of the vertical, horizontal, sequential, performance and social systems, the organization can be restructured to facilitate successful interdependence through: –comprehensive and open communication systems –a logical distribution of departments that accommodates sequential and functional inter relatedness –interlocking objectives –objective and visible performance measures –all of which will lead to heightened esprit de corps, creativity, and productivity.