Structure in the Workplace: Focusing on Work Outcomes
Employers intuitively and practically understand the need for structure in the workplace. Structure provides the roles, rules, and plans to achieve the outcomes desired by a business or organization. Too often, however, the structure becomes a control mechanism instead of a guide for individual and organizational success. When this occurs, structure becomes counterproductive and an impediment to creative problem-solving.
People need structure as a guidepost for their efforts in the workplace. They need a framework for operating in relation to one another and toward organizational goals. The key to operating a useful, healthy structure is in not letting the structure take over and ruling what people do. Structure works best when it focuses more on defining work outcomes instead of work behaviors. Workers want to understand how their work product contributes to organizational success, not every detail of how they are supposed to make that contribution. This focus on the outcome is how structure can exist while still allowing employees an opportunity for autonomy and mastery in their work. The focus on outcomes can help workers maintain the creativity and flexibility needed to master their jobs, find efficiencies, and be part of the team.
I saw structure become a problem when I was consulting to a group home system. The system had built an elaborate set of procedures and rules for the staff and the troubled kids. If the kids broke enough of the rules, there were clear sanctions and they were eventually removed from the home. While the system was there to work with “troubled kids,” over time the rules took over and the kids failed at an alarming rate. The director was clear: “We have a set of rules that need to be followed.” Unfortunately those rules became more important than the creative challenge of helping kids adjust, heal, and become productive members of the community.
Don’t get me wrong. The rules were needed. But they got in the way of real success. The enforcement of the rules became the project.
In the work environment, people can use the structure to help them produce products or provide organizational service in an efficient manner. But when the rules become more important than the actual product, then it is time to revisit the rules.
Tom DeMaio, PhD