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Letters to a Young Manager


The Chain of Command, #367
LTYM >

Please note that this letter is in-process; the following are my notes

Dear Adam,
***
Anitta's memo about following the hierarchy: a chain in both senses.  Having to operate serially, link by link rather than in a network; and being chained from the free flow of ideas. It reads like an memo on bureaucracy from the army 50 years ago. No policy was so poorly received as this one. As a colleague said, "that conversation is above my pay grade?!"
***
Sincerely,
Ed
________________________

References...

Takeaways:

The chain of command chokes creativity and free flow of ideas

Discussion Questions:


For Further Reading:

The 1944 CIA manual on bureaucracy
Also references on the networked organization mirroring the way the Internet works. Hyperlinked is a mindset [another story!]




© Copyright 2005, 2024, E. G. Happ, All Rights Reserved.


Primary responsibility for effective communication with regional and field-based staff lies with regional directors and their respective management teams.

Working in global teams would involve a direct information flow within the global technical teams i.e. between HQ and the regions following the "matrix " model. The respective USG/s and Regional Director/s should be appropriately involved if any managerial decision is required.

Staff in the country office and country cluster support teams should initiate requests for support at the regional level, allowing the regional offices to provide required assistance or to help open a line of communications to the appropriate technical support in the HQ as needed.

As a matter of standard practice, it is recommended, that staff members have the support of their own manager before they open direct lines of communication with colleagues at " superior" level. In this situation, the line manager and colleague/s at same level in that division/department, should as a matter of principle be copied in.

Consistent with the practices noted above, "superiors" are advised to open lines of communication with "subordinates " not directly managed only through their peer, who will either manage their request personally or facilitate, if appropriate, direct communication with the "subordinate ". Colleagues acting in a lower grade function - but not directly managed
might be reluctant to say "no " to requests that are made, drawing them away from priorities
agreed with their manage."  --Secretariat Communications Guidelines Procedure 17.03.2016.pdf