For those of you leading organizations in growth mode, you are continually having to balance efforts between the business you are and the business you are becoming. As your team expands, you’ll need to consider new and exciting (yes, they can be!) iterations of your org chart.
I recently worked with a corporate team coaching client. We were tasked with building an interdependency journey in Mural that would allow leadership to measure where interdependencies were happening on their global finance team. Interdependency is not only a function of a team, it’s also a quality that emerges at the higher stages of team development (think storming, norming, performing, etc.).
If you’re familiar with McKinsey’s innovation horizons, you know that each level of product or portfolio planning requires new or different team members, leadership styles, mindsets, language, business systems, experimentation frameworks, and management methods.
Just as in innovation, interdependency has a similar way of scaling. According to the 1967 book Organizations in Action by sociologist James D. Thompson, for each level of team interdependence (pooled, sequential, or reciprocal), there are different levels of coordination required (standardization, planning, or mutual adjustment).
Pooled - This type of task interdependence combines separate parts. Business units perform separate functions, not necessarily interacting or overlapping. Like a gymnastics team, however, their individual performance can negatively impact the rest of the organization.
Sequential - Like an assembly line, this type of interdependence means that one unit depends on the output of another before they can do their part. Planning and scheduling become vital to avoid bottlenecks in production.
Reciprocal - These units are highly interactive and reflexive. It’s sequential, but with the addition of multiple rounds or cycles. Teams or departments may adjust as the situation changes (think sales, marketing, product development, R&D, etc.) and if one department underperforms, the house of cards could come crashing down.
A lack of agreement between the types of interdependence and levels of coordination can reduce results, bruise relationships, diminish well-being, or shutter businesses.
For now, consider these questions:
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3/3/2022 11:07:52 am
One reflection I have is that there's a nested aspect to the levels of interdependency. For example a group that is at the sequential level needs good planning AND the standardization required at the lower level as well. Reciprocal-level teams need all 3 coordination technologies for their work to be successful.
3/3/2022 11:11:08 am
Oh, yes! The fact that these types of interdependency "transcend and include" is really important. You wouldn't change the way you manage the assembly line simply because you added more factories. These really should be pictured as concentric circles. Thank you, Laurie!
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ABOUT THE Author
Joran Slane Oppelt is an international speaker, author and consultant with certifications in coaching, storytelling, design thinking and virtual facilitation.