Organizations exist within a wider social and institutional setting that includes cultural, political and economic forces that may be regional, national or global. They frequently operate within a larger organizational framework that comes from being part of a national organization or association. One way of picturing the situation is:

Use of  worksheet below: Please fill in the worksheet in two steps --

1. In "brainstorm" fashion, list forces, in each box, that are having an effect on your organization.

2. Focus on the Social Context and Wider Setting Organization boxes. Circle the forces that you think are having the most impact on your organization.

                                 WORKSHEET

               Factors Shaping Organizational Life

Wider Social Context

1. Long term changes in the culture -- the role of women; changes in our understanding of the "common good" or civic life which include shifts in our understanding about commitments from being broad, public, and long term to market driven, private and short term; movement from an organic, integrated society to a fragmented society; etc.

2. Current political, social and economic changes.

3. Generational groupings -- cohorts that share a history and whose view of values, thought patterns, the "way things are" is shaped by that history.

4. Values groupings -- segments of the population that share overlapping values

Local Social Context

1. The local expression of and response to broader cultural forces.

2. Regional culture -- the values, attitudes, climate of this particular neighborhood, city, region of the country, etc.

3. The region’s responsiveness to the type of service, product and organizational style of the organization.

Wider Organizational Factors

This may include forces that effect the local organization because of its being part of a larger national or international organization, association or grouping.

1. The policies, values and vision of the larger organization or group.

2. The resources provided to the local organization.

3. The reputation of the larger organization or group in the region of the local organization.

The Local Organization

1. System assessment factors -- productivity, innovation, quality of service or product; information flow response time, usefulness and accuracy; quality of work life, organizational culture; ability to set direction and navigate toward it, management/leadership strength.

2. Size and the dynamics related to size.

3. Leadership style.

4. Primary psychological contracts.

5. Organizational self definition.

6. Dominate strength.

7. Dominate organizational pathology.

Leadership in Dealing with Contextual Issues

Assumptions

• Social context and wider organization forces have a potent bearing on the local organization’s life. The influence is increased: the more the organization is itself part of mainstream culture; the more it is in relationship with or shares in the mission, vision and values of the wider organization; and when it is small or has a weak self definition.

• The extent of the organization’s ability to control or influence social context forces is very limited. There may be more ability to influence the wider organization in the forces it creates which effect the local organization.

• The local organization typically thinks it has more control over external forces than it really does.

• Low influence and the failure to see and accept that reality, may set loose a cycle of fear and blaming. This is often directed at the organization’s leaders. While energy is being consumed in the fear and blame cycle the organization is unable to effectively engage its own renewal.

Goal and Objectives

The long term goal is to increase the organization’s capacity for self revitalization; to increase its ability to adapt to new conditions, solve problems and pick up on opportunities, and learn from experience.

• To keep the organization in touch with its own purpose, identity, vision, values, etc.
• To help the organization maintain core processes/habits of operating that are closely related to its purpose, identity, vision and values.
• To create processes and structures in the organization so it can see, understand and appropriately respond to the forces effecting its life.

A Process

1. Identify the active forces in the social context and the wider organization that have or may have influence on the organization.

2. Identify the degree to which the organization has control over or can significantly impact these forces.

3. Identify what the organization may do to adapt to the forces, in a manner that advances or protects the organization’s mission, vision and values.

4. Help others in the organization do the same three steps. Seek a common understanding.

© Robert A. Gallagher, 1994, 1997