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IbharTAO Aligner
“I’d rather be a node in a network rather than a cog in the wheel of a machine” - Charles Savage
The older methods of goal setting rested on an implicit assumption that the management structure mirrored the levels of technical and management expertise held and it was believed that those at the top
a) had all the answers
b) knew what was needed to be done and
c) all that was needed for people down the line was to fall in line. Goal setting was “top down” and alignment was at best to the boss! It was common to find employees agreeing to goals but not acting from their ownership of it.
The emerging reality renders these assumptions and methods it bred irrelevant to the times. tems perspective and the TAO power tools methodology builds on this perspective.
It rests on the premise that every member has an idea of what the organization needs to do to become better. It invokes the collective desire for success; thus, besides putting out what he / she needs to do, every member in the group can make suggestions on what others need to do to achieve overall goals.
It is a departure from traditional ways of setting goals for team members: the emphasis is on aligning goals with peers, team members and the boss.
In the Goal alignment process, participants are not mere recipients of unilaterally decided goals and directives; they are active in influencing direction, the choice of means to achieve, and definition of their role and contribution.
While traditionally, compliance and control were viewed as critical ingredients for goal setting, monitoring and achievement, goal alignment processes encourage dialogue and negotiation as the key processes to invest in and practice.
Goal alignment implicitly acknowledges the organization as a network of people, tasks and processes; it challenges modalities that reinforce departmentalization / functional sub ? optimization, ?silos? at work, and turf. Instead, ,it invites participants to examine the interdependencies and review sequencing of targeted dates for goals. ?All are invited!?
Working directly with the Goal Alignment module Working directly with the Goal Alignment module is ideally suited in contexts
a. Where ownership of goals is an issue.
b. Where technology is complex and in flux
c. Where the external environment is already mapped out and the organization?s broad direction is clear and widely known
d. Where the environment is not stable / predictable, and task is essentially of aligning the team toward Voice of wealth / market imperatives;
e. Where the task of Goals deployment is sought on an accelerated mode, while also allowing for team interactions, dialogue and negotiation before finalization.
The outputs of the Goal alignment module are improvement goals of managers / executives at different levels of the organization that are comprehensively aligned and which can be supplemented by routine goals within existing levels of organization capability.