Creating the Congruent Workplace: Challenges for People and Their Organizations

Creating the Congruent Workplace: Challenges for People and Their Organizations

Creating the Congruent Workplace: Challenges for People and Their Organizations

Creating the Congruent Workplace: Challenges for People and Their Organizations

Synopsis

For organizational and personal change to happen and be sustainable, there must first be a system of thought balanced against action. Williams and his concept of "congruence" provide an alternative to the often chaotic, unbalanced ways in which change is currently understood and its accomplishment attempted. He challenges the organizational model of compartmentalized structures, offers a persuasive refutation of the fashionable paradigm of organizational transformation (one based on dominance and control), and argues a provocative notion that innovation is actually the successful result of reworking what has not worked before. A new look at the processes that create organizational movement, Williams' latest book is a guide for leaders, managers, consultants, and corporate practitioners, and a new way for students, teachers, and researchers to rethink the entire change process.

Excerpt

I have focused on the issue of congruence for much of my professional career as a professor, writer, therapist, researcher, and consultant. in my book, The Congruence of People and Organizations (Quorum Books, 1993), the initial focus was on the issues of connectivity between people and systems. To address that connectivity, the issue was approached through the underlying values and belief systems that are created within organizations and societal systems. My book, Organizational Violence: Creating a Prescription for Change (Quorum Books, 1994), presented a strategy to address the actions and thinking of organizations that create separation among employees. the premise of the book was that the inconsistency of thought and action of organizational leaders creates a subparadigm of systemic violence impeding the ability of employees to act, thus reducing the effectiveness of the organization as a whole. My book, Business Decisions, Human Choices: Restoring the Partnership Between People and Their Organizations (Quorum Books, 1996), focused on the integration of people and system issues to create an effective pathway for change and development. the book introduced the Trinity System (the connection of people, business systems, and congruence characteristics) and focused on the integration of context, content, and process as behavioral strategies for change.

What has grown out of my twenty-seven years of consulting practice and research and publication efforts is the belief that incongruity occurs between people and organizations and among people within organizations. When inconsistency between role prescription and role behavior prevails in the organizational setting, both the organization and the person become disconnected, disjointed, and dysfunctional. Such inconsistencies create historical and systemic dysfunction in organizations. To test this belief, a Congruence Development

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