ELEMENTS OF THE “O-MOD” STRUCTURE
Too often goal definition is assumed rather than declared. Mission statements sometimes capture the main intent of the organization or the project. Covenants are used to declare the values and behavior expectations. Application of these statements is rarely monitored in day to day life of the organization.
The intent of the O-MOD is to develop goals and principals used to achieve these goals and incorporate them into execution and decision-making processes, as an ever-present checklist to maintain the focus on the intent of the organization.
Definition of the goals and principals is soul searching step, a guide that will align all organization members to their highest common factor. As such, they are applied equally to all and provide a quick reference point for all aspect of work weather technical or behavioral in nature.
Hierarchy of the goals and principals needs to be established to resolve the situations when contradictory requirements are present.
Some of the declared goals will remain unchanged for the duration of the organization or project, others will need to be refined. They should be discussed, reviewed and continuously adjusted as the understanding and circumstances change. Formal and informal processes, such as review sessions and team building gatherings should be used to maintain goals through the life of the organization or the project.
The core value of O-MOD is ongoing engagement of all team members and recognition and acknowledgment of their contribution.
Involvement and initiative of each team member should be built into execution procedures to improve interface management, decision making process, mentorship, risk mitigation and overall success and satisfaction.
The impact of the contribution of each team member will change over the time, based on the current needs of the organization or project.
O-MOD in its intent and presentation combines elements of both, flat and hierarchical organizational structures.
O-CHART defines core grouping of team member based on certain sub-task, location or function. All team members are expected to interact with others as needed and on ongoing basis, with no need to micromanagement. The goals of this interaction is to minimize interface and remove barriers in the execution process, gain additional knowledge of the skills that will improve interface integration, resolve conflicts and provide redundancy and back up if necessary.
Management’s core role is to facilitate and support the rest of the team. They will assume directional or hierarchical role when the rest of the team cannot find common agreement, or when the initial direction or course correction is required. Management also has a “clean up” role ensuring that given goals are fulfilled, they are the final ring of the structure that pulls all organization or project together.