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Getting things done
in organisations means working across
departmental boundaries, which relies heavily on effective influencing
and relationship skills
Boundaries
are all around us – from the natural to the political world.
In business we recognise those inside our workgroup, team or
department, even when these groups change.
Ooutsourcing,
on the other hand, places parts of the organisation outside
business boundaries – but people still work in support of the
parent organisation from 'outside'.
Understanding
boundaries
Without boundaries the world would be too complex to hold in
our minds. We need boundaries to help us understand of our environment
and how we fit.
But
boundaries can be exclusive and imprisoning. What liberates
us is recognising boundaries as simply a construct to help us
cope with complexity.
With
this understanding people feel more able to work across boundaries,
recognising boundaries have an important role but are not a
complete barrier, a brick wall.
Company
structure, like the human skeleton, is only a part of the living
organism. Structure
has its place to help organise work but doesn’t show how relationships
ease the flow.
The
informal organisation creates action through networks of relationships
to achieve results.
Personal
capabilities to work across boundaries
- Make
new things happen
- Spot
what needs to be done and
and take responsibility for making it happen
- Not
just a ‘starter’ – able to follow through
- Develop
relationships and make good partnering choices
- Know
who’ll help find a solution or unlock resources
- Know
who holds power and how they influence
- Create
meaning for others
- Help
others see things differently
- Use
creative problem solving tools
- See
the pattern in events – links the ‘big picture’ with the ‘small
picture’
- Take
personal care
- Take
action to recharge batteries
- Know
when the pressure is increasing and use effective coping mechanisms
Results
orientation
People collaborating effectively across boundaries are clear
about the common task and the end customer for the results of
their activities is a good focus.
Unconstrained by organisation boundaries, people work together
better to get the job done, capture opportunities and innovate
for the future.
(Adapted
from 'Boundary Spanning' published in 'Organisations & People',
August 1999)
June
2006
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Feature
Cross boundaries to get things
done
