Structure = How things are organized, how the organization is set up. 

A common, human default is to identify the things that are not working and then reorganize.  Every time a reorganization happens, things begin to lose their value.

The automatic response to reorganize is not always the best when it comes to organizational health and development, other questions should be asked. 

• Given what our mission is, what is the best structure to carry out our mission?
• How should we organize ourselves, given what we stand for and how it relates to our values? 

3 Common Organizational Structures:

Hierarchical– direct reports and lines of responsibilities. 

Positive: the most stable form of organizational structure

Downside: most resistant to change

Decentralized Structure: authority moves to where the work is really being done (not at the top)

Positive: most adaptable to change. 

Downside: requires trust.

The Matrix:  Mix of both, Responsibility with dual reporting relationships. Centralized resources, individualized authority.

Positive: when it works, the best of both

Negative: when it doesn’t work, it’s very confusing.

How can a consultant use the frame of structure when working with a client?

Ask the questions:

• What are the reporting relationships?
• Who is responsible for what?
• How should the organization be structured?

Agreements about expectations are very important in matrix organizations.

• What support is needed?
• What are the outcomes expected?

Often organizations structure around personality and preferences rather than the mission, values of the organization. 

Key questions for consultants when looking at the structure:

• What is the organizational mission?
• What are organizational values?
• Does the organizational structure serve the mission?
• Is the structure concurrent with the values?