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Unit 8: Leadership
into operations. This is the “reason for being” of development; to have new systems and Notes
adaptive processes and structures integrated, in the long run, to foster organizational performance
and adaptation.
8.2.4 What’s the Differences?
An operation is charted to preserve the status quo, the current thinking and methods. Operations
assumes this status quo as a “given” and works within current procedures to improve them
and “operationalize” them with a high degree of efficiency. In most operations the problem
is clear and solutions are knowable. Fast response is an overriding value in executing a “fix”
and getting the operation back online.
Development, on the other hand is a constructive conspiracy. It is the development function,
who’s job it is to replace the current ways of doing things, with new tools and assumptions
more in line with changing business and organizational conditions. Development is rife with
ambiguity; it is a searching and learning process. The overriding value is gaining commitment
to change.
Innovation and Development is fragile, complex and conceptual. Nothing kills it faster than
premature exploitation- rushing to capitalize on it too soon. Development is not charted but
it is navigable, it is a learned activity in action where hunches are tested and theory is developed
in the process of action. The context of development is uncertainty. Operations on the other
hand, work to reduce uncertainty to a program, an operational term.
8.2.5 Learning it while Doing it
Operations are based in control. Developments emerge and are always subject to un- intended
consequences in action as development is moved toward its purpose. One of the themes of
these essays is that developments are realized through the process of development, it is in
effect learned in the process of doing it.
Usually there is not a great deal of organizational understanding and support for doing this.
An often operation does not see the need or understand the purpose of the development itself.
For this reason, development needs protection at a certain stage. Protection and understanding
go hand in hand. As the development is understood the protection can be loosened which
is necessary to gain the institutional support for prioritizing the resources for more disciplined
development.
Boundary management means the protection and support of a differentiated development
culture and the managed change of this culture when appropriate. Boundary management is
a continual effort of judgment and balance because technical organizations optimize performance
and their activities are always influenced by demands and feedback from a variety of sources
in the global environment. Establishing and managing boundaries is both necessary and problematic.
Self Assessment
State whether true or false:
1. A leader must be able to communicate effectively.
2. Libraries have developed numerous program to fulfill user requirements.
3. Defects inevitably subtract to the production cost from waste resources.
LOVELY PROFESSIONAL UNIVERSITY 81
