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Created with Fabric.js 1.4.5 Redundancy of function (also known as distributed leadership) (also known as specialization, hierarchy, control-and-command, etc.) Each team defines its objectives for contributing to the goal,as well as the necessary tasks and negotiates roles and accountability.Each person around the table has multiple skill sets thatmay be tapped at different times, either within a singletask/job or in different tasks/jobs. More than one person mayshare a skill set, but that isn't a source of inefficiency becausewhen that skill set isn't needed, they can work withother skill sets. Redundancy of parts task4 task1 task1 task2 task2 task3 task3 Do thesetasks! Here's the big picture and the goal. Meet these objectives! Whole task, defined andmanaged bythe team. As you move down the hierarchical pyramid, jobs get morefragmented and specialized.Managers must choose between in-built inefficiency by duplicating roles and leaving people idle in off-peak timesor by eliminating the slack that helps cope with ups anddowns, whether planned or unexpected. How can redundancy create resilience and driveperformance rather than being a source of inefficiency? Prospero & Partners Derived from Emery and Devane in "The Change Handbook" (2007) All organizations require a certain amount of slack to remain viable. Research has shown that there are basically only twoways to meet this need: by duplicating "parts" (specialists) or "functions" (multi-skilled people who mobilize skill sets like tools).In addition to these two types of organization, there is also "laissez faire", which is basically a non-organization and is often the kind of chaos that adepts of control-and-command systems imagine when alternatives to traditional hierarchy are mentioned.
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