Unifying Human Systems Technology
(Systemic Model Elements)
Table of Contents
The Unifying Human Systems (UHS) Model is used as a generic diagnostic tool for an organization undergoing a cultural assessment. Here, and on the next few pages, each of the sub-systems of the UHS Model are briefly explained. The best-case scenario and worst-case scenario are illustrated for each sub-system. Each scenario constitutes a "systemic beliefs set" that fosters the informal development of "rules" to govern behavior in the work place. As these "rules" engage, they yield evidence that perpetuates the cycle by reinforcing the "systemic beliefs set."
CommunityWare UHS Graphic Profile Numbers in the 7-8-9 range are within the "Best" general description listed below, whereas those in the 0-1-2 range fall within the "Worst" general description. Numbers in the 3-4-5-6 range fall between these descriptions. These descriptions are intentionally brief.
More detailed descriptions are available beyond the Client Gateway associated with Phase 1.
1 - Leadagement (or Leadership and Management).
An organization's leadership and management refers to the capacity of its members to lead others and follow someone (or more than just one ) along appropriate courses of action. The leadership and management of an organization is critical because it integrates each of the other sub-system elements listed below:
Best: People believe that leadership/management get positive results that benefit everyone.
Worst: People believe that leadership/management is unresponsive to their needs and demands - often being self-serving.
2 - People.
This sub-system includes the people assigned to the organization, and those external to it having an influence upon its work. The "people" category is concerned with the quantity of individuals required to adequately perform the necessary functions for a team or work group. The "people" category is also concerned with the style and natural attributes of personality and culture that enable one to be successful in the organization.
Best: People believe they influence each other in a positive way.
Worst: People believe they influence each other in a negative way.
3 - Skills.
Skills constitute the the ability of an individual to perform the tasks required of his or her position in such a way that the "standards" of the organization are met and its purpose attained. Skills are an accumulation of one's education, training, and experience.
Best: People believe they have the skills to do a superior job.
Worst: People believe that they lack the skills to do an acceptable job.
4 - Organizations.
Organization structures are defined by the formal (authority - wiring diagrams) and informal (empowered - parallel structure) relationships between individuals and groups. An organization consists of teams and work groups, large and small.
Best: People believe their structural relationships within the organization foster synergy.
Worst: People work in groups that are ineffective.
5 - Alignment.
Alignment is HOW the organization goes about doing what it is designed to do. Generally alignment includes three components: beliefs, strategy, and work regimen. It is important to note that these components are present and influence the organization even when they are not known, discussed, or recorded.
Best: People believe they know how to make a meaningful contribution to the organization's success.
Worst: People believe they lack understanding of how the "whole" organization functions, and of the part they play.
This sub-system incorporates two elements. The first identifies the implications of accommodations within which workers perform their tasks -- the facility.
The second element identifies the implications of proximity to other organization elements (higher, peer, and lower in a hierarchy). Organization elements occupying separate facilities (separated by proximity) afford a unique challenge to leadagement.
Best: People believe their work surroundings support getting quality work done.
Worst: People believe they are inhibited in some way by their work space.
Equipment is the tools and supplies needed to lever the performance of tasks. Normally, office machines, such as copiers, fax machines, and computers are considered equipment. Equipment also includes the software, and office furniture, and other intangibles that allow work to be completed.
Best: People believe they have the proper equipment to excel in their work.
Worst: People believe that a lack of proper tools prevents them from doing their best work.
Typically, an organization's technology is the written "documentation" concerning "how the place runs." It might be an office job aid or SOP. It allows the members of the organization to replicate success and avoid failure by establishing situational guidelines. In its purest form, technology is created by the organization as its contribution to a well defined body of knowledge. The technology of IBM, for example, consists of those documents having to do with computers that, if the documents were purchased, would allow the new owner to make and sell IBM computers.
Best: People believe they have access to special organizational instructions that allow them to synergistically provide unique and superior service.
Worst: People believe that their routine actions are invented anew for nearly every situation.
Information sub-systems include those mechanisms used to transfer/communicate thoughts AND FEELINGS among the members of the organization. Most important are the unconscious communications used to convey meaning in relationships. Again, of equal importance to what is being said is what is not being said. Information allows people to perform their tasks with effectiveness and efficiency. An essential ingredient to organization health is the free flow of information into the organization as a means of keeping it vibrant and responsive to the needs of its customers in the environment.
Best: People believe they can get any information they need to do a good job, and that others can have any information they want by asking for it.
Worst: People believe that needed information is hard to acquire, and protect the information they have from falling into the "wrong hands."
10 - Environment, the Situation and Culture.
An organization's environment consists of everything outside the organization itself, to include those items (typically resources) coming IN and those products and services going OUT. Customers are also located in an organizations environment.
Best: People believe they impact their organization's environment in a favorable way.
Worst: People feel helpless to the threats in their organization's environment.
Copyright 1994 Leadagement Technologies, Inc. All rights reserved.
Reviewed: 1-10-02 ael as "www.ltodi.com/UHSShort.htm"