{"id":529,"date":"2019-08-18T18:35:10","date_gmt":"2019-08-18T16:35:10","guid":{"rendered":"http:\/\/blog.hardscrum.com\/?p=529"},"modified":"2024-08-05T09:32:48","modified_gmt":"2024-08-05T07:32:48","slug":"the-management-paradoxon","status":"publish","type":"post","link":"https:\/\/blog.hardscrum.com\/en\/the-management-paradoxon\/","title":{"rendered":"The Management Paradoxon"},"content":{"rendered":"\n\n\n
People with influence on the system are usually too high up (and therefore too far away) to recognize concrete organizational problems,<\/strong><\/span><\/p>\n

and<\/strong><\/span><\/p>\n

People who are experiencing organizational issues and see potential solutions are too low to drive changes to the system<\/strong><\/span>.<\/strong><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

In short: “You’re either too far away or too powerless”.<\/h3>\n

This problem occurs in organizations when they exceed 50-150 people.<\/p>\n

<\/p>\n

Since the upper managers in today’s systems are usually overloaded, because all decisions must go over their desks, they have very little time for the individual problems and their decisions. This often leads to the following behavior: Employees who come to a manager with a problem, go away with a new task<\/strong> and this in turn means that the employees, who are also overburdened, stop talking about problems with their managers!<\/p>\n

A solution is only possible if the “upper” management recognizes this situation, accepts it and gives the “lower” managers and employees the necessary freedom and slack to make changes. Slack means …<\/p>\n

Freedom to operate<\/h2>\n

… for self-organization of organizational units, such as departments and teams. For that we have in Scrum and the P4 framework<\/a> …<\/p>\n