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Reflection & Dialogue Regarding Flexibility
Flexibility addresses this guiding principle for successful organizations:
Organizations are more viable over time to the extent
that they generate a range of possible actions and then select wisely
as they decide which types of action—time-tested or innovative—to
support with investments of time and other resources, in order to fulfill
the organization’s mission in what is almost certainly a changing
operating environment.
Questions regarding flexibility
- Within any particular program area or department, is there flexibility
but only “within limits”? … for example, flexibility
about lesser changes but not about more major ones?
- What is the nature of resistance to possible new approaches and new
programming directions? Does the specific form of caution or resistance
represent valid concerns about the organization’s performance or
well being?
- When a new program area is to be introduced, or Extension is to expand
into a new component of the University, what issues need to be addressed
in order to assure a smooth transition?
Recommended indicators of flexibilty
- When innovations are considered, advantages, variations, and concerns
are aired openly and explicitly.
- There is a process for developing and refining a new program or approach
which includes testing of possible variations and explorations of potential
problems.
- When innovations, great and small, are given a “go ahead,”
they are implemented successfully.
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