Organizations are built around structures and boundaries. When you join a new workplace you meet your new manager. Sometimes your manager has another manager, and the other manager has their manager, and so on. This is the structure – in this case a hierarchical one.
Within this structure there are boundaries. You learn pretty quickly what you should be talking to your manager about and what not to. In some organizations you should be telling your manager when you are going to buy a new piece of hardware; in other organizations you might have to ask for permissions; and in others you just buy it, no questions asked. These are examples of the boundaries.
Boundaries themselves are flexible – they are not a line, a Boolean definition whether you are within or beyond the boundary – rather it is a range. If you are at a customer site, and your manager is unavailable, and you must buy that piece of hardware, you will buy it – even if permission is normally required in advance.
That thing that will normally define your place within the structure and the boundaries within which you operate is your role. And with your role, quite often, come also responsibilities. It even has a nifty name: R&R (and no, it does not mean Rest and Recuperation in this context; R&R stands for Roles and Responsibilities).
This idea is derived from the contributions of Open Systems Theory to social systems, notably the work of Kurt Lewin early in the 20th century, and is still evolving today. In our context, roles and responsibilities that are defined at the organizational level impact the team dynamics – their influence originates beyond the team.
The funny thing is that if you have responsibilities, and others also have responsibilities, this also defines what you are not responsible for.
Take the following example: Read more…