Chaos (Fire-Fighting Mentality)

• Crisis/short-term focus
• Lack of clear direction and goals
• Shifting priorities
• Unclear policies and procedures
• "Us" vs. "them" attitude
• Blame and lack of ownership
• Alienated and unhappy employees
• Poor performance and results

The chaotic organization operates on the fringes of being out of control. It is problem-oriented. People are reactive. Expectations, policies, standards, etc., are unclear or poorly enforced. Good ideas and intentions abound, but there is not enough unity, commitment or follow-through to carry them out. People are motivated by mistrust and suspicion. They get by, blame others, watch the clock and seek satisfaction outside of work.

Stability (Back to the Basics)

• Clarity of vision, goals and direction
• Consistency in priorities
• Clear management processes (goal-setting, performance reviews, etc.)
• Well-defined policies and procedures (technical and personnel)
• Agreement on roles and responsibilities
• Compliant employees
• Medium to successful results (depending on opportunity in marketplace)

The stable organization is characterized by predictability and control. Structure, routine, policies, etc., have been established to remove uncertainty. Goals are clear and people understand their roles. The major focus is to ensure an efficient daily operation. People do their jobs, build security and expect fairness. They are rewarded for compliance rather than risk-taking and innovation. The company reaps control, predictability and varying degrees of success.

High Performance (Trust and Engagement)

• Total employee alignment to clear and well-differentiated business strategy
• Clear ideology (mission and values) that create esprit de corp
• High trust and respect for people
• Culture of engaged and committed employees
• Long-term, developmental perspective
• Excellent communication and information-sharing system
• Flexible design (work flow, structure, systems) supports strategy, mission and values
• Excellent results

The essence of high performance is shared ownership. Employees feel and act like partners in the business and assume responsibility for its success. Trust and cooperation are high. Leaders get the best from their people. The mission and values of the organization provide focus on what is important while allowing flexibility and innovation. Processes, systems and structure support the goals and values of the organization. The development of people is seen as a primary management task. The company reaps high energy, cooperation, accountability and results.