Making an Organization Sustainably Functional: “Bottom-Up Power” #179

There is a limit to what a person can achieve alone.
That is precisely why we form organizations with people who share the same purpose.

However, an organization does not necessarily become stronger just because the number of people increases.
If 10 people gather but each only exerts the strength of one person, it is merely an “aggregate” of 10 individuals.
The true value of an organization lies in generating power that exceeds the sum of individual efforts.

The question is, where does that power come from?
I believe that one of the sources is“Bottom-Up Power”.

■ Causes of Organizational Stagnation

In traditional hierarchical organizations, an over-reliance on top-down management can lead to stagnation.
The top decides.
The front line follows.
This structure certainly has its strengths.
Decision-making is fast, and organizational unity is easier to maintain.
It is very effective in emergencies or situations where a clear answer is required.
On the other hand, when top-down management becomes excessive, problems arise such as weakened front-line initiative, the birth of a culture that waits for instructions, a failure to surface front-line insights or improvement proposals, and an widening gap between management and the front line.

The organization is being “managed.”
However, it cannot think, learn, or change on its own.
With this, the organization itself cannot adapt when the environment changes.

■ Overcoming Confusion is the First Step

There is a model that explains the team formation process called theTuckman Model.

It is generally explained in the following stages:
1. Forming 2. Storming 3. Norming 4. Performing

In organizational development, the first step is how to overcome the “storming” phase.
Values clash, opinions collide, and questions about existing methods arise; naturally, friction occurs.If the top exerts strong control here, superficial order can be restored.
However, that results in an “obedient organization,” not an “organization that acts on its own.”

Instead of eliminating confusion, engage in dialogue, experiment, and build common values and judgment criteria.
Beyond that lies a state where the organization functions autonomously.

■ The Question Posed by Teal Organizations

In 2014, Frederic Laloux discussed organizational evolution in his book, “Reinventing Organizations.”
A concept that garnered attention within it is“Teal Organization”.

Laloux highlights three major characteristics of Teal organizations:
● Self-management ● Wholeness ● Evolutionary Purpose
Among these, self-management is particularly important.
Instead of concentrating all decision-making in management, delegate it to the front line.

In other words, shift from an “organization that receives instructions from above” to an “organization where the front line thinks and acts.”
This provides important insights for thinking about bottom-up power.
However, there is something to be careful about here.

It is not the case that every organization should simply aim to become a Teal organization.
For example, companies with a long history have existing systems, evaluation frameworks, management structures, organizational cultures, and accumulated success stories.
Changing these all at once is not realistic.

That is why it is important not to make “becoming Teal” the goal itself.

I view it as a matter of what to incorporate from Teal thinking.

■ Bottom-Up Does Not Mean “Delegating Everything”

This is a point that must not be misunderstood.
“Bottom-up” does not mean “dumping everything on the front line.”
Simply saying “you are free to do as you like” leads to neglect, not autonomy.

True bottom-up is a state where the front line thinks, voices opinions, participates in decision-making, executes, reflects on results, and learns and improves from this process.
This cycle must be in motion.

To achieve this, the front line must be able to see “what we are aiming for.”

Management shows the philosophy and direction, and the front line thinks of the concrete methods to realize that direction.
Then, the wisdom of the front line is shared across the entire organization and connected to the next decision.
This is where top-down and bottom-up meet.

■ Direction is Top-Down, Driving Force is Bottom-Up

I believe this phrase serves as an answer when thinking about organizational development.

Direction is top-down. Driving force is bottom-up.

The role played by the top does not disappear.
Rather, it becomes even more important.

What the top should take responsibility for is:
● Clarifying the organization's purpose ● Showing the management philosophy ● Creating the axis for judgment ● Clarifying the future being aimed for ● Taking final responsibility
On that basis, trust and empower the front line.
Clarify “what we are aiming for.”
Entrust “how to realize it” to the wisdom of the front line.
Designing this boundary line is a key management task.

■ The Top's Role Shifts from “Control” to “Design”

To make bottom-up work, the role of the top does not shrink.
Rather, it becomes more difficult.

In top-down management, “deciding for oneself” tends to be the central role of a leader.
However, in autonomous organizations, the requirement is to “create a state where the organization can make appropriate judgments even if I don't decide.”

In other words, the top's job should shift from “control” to “design.”

● Show the philosophy. ● Show the direction. ● Show the judgment axis. ● Provide necessary resources. ● Take final responsibility when failure occurs.
On top of that, trust and empower the front line.
This should be the exact opposite of the top doing nothing.

■ Not a “Strong Organization,” but an “Evolving Organization”

In the coming era, environmental changes will accelerate even further.
I believe it will become increasingly difficult for management to grasp every change and provide every answer.

Small discomforts felt by the front line.
Insights born from points of contact with customers.
Possibilities for improvement found in daily work.
There are times when the front line grasps such information faster than management.

That is why an organization where front-line voices reach the top, an organization where the front line can think and act on its own, and an organization where that wisdom is returned to the whole, is important.
A Teal organization might be one ideal form.

However, I do not think everything needs to be Teal.
What is important is that each individual has a sense of ownership, feeling that “I am also building this organization.”
Organizational development is not about managing people.

It is about believing in people's power and designing a structure where that power circulates.
The top shows the direction.
The front line provides the wisdom.
The organization receives it.
And then, it connects to the next challenge.


Direction is top-down. Driving force is bottom-up.When this cycle begins to turn, I believe the organization changes from a “managed group” to an “organization that evolves on its own.”