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By Gerald Kraines

Responsibility management is greater than a conceptual treatment....It is a realistic method, with nice instruments, to spot and strengthen impressive leaders and to create an organizational constitution and approaches that advertise responsibility and function. It demystifies the concept of management with a suite of rules which are transparent and easy to enforce.

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If our manager’s position is in the same level of complexity as ours and is filled by someone who operates at the same level, he is not likely to add this kind of value. It will feel more like when a little kid experiences his big brother’s advice more often than his parents’—he might as well be flying blind! Conversely, if our manager is operating at a level too remote from us, he may not be as effective in translating his world into terms that will be meaningful and useful to us. And we end up flying blind for a different reason.

2. Align their people’s thinking, decisions, and actions with the larger picture and each other. 3. Develop their people’s capabilities so as to most effectively realize and deploy their full potential. 1 Elliott Jaques, Requisite Organization, p. 41. This research, also referred to later in this book, is reported in detail in Elliott Jaques and Kathryn Cason, Human Capability. 3 Adapted from Jaques and Cason, Human Capability. 4 The prescribed limits that Jaques described in Requisite Organization.

Work requires weighing how we might best get it completed, evaluating all the pros and cons of each path, deciding on the best plan based on many choices, and finally setting in motion its implementation. One of the most significant contributions that Jaques made was identifying that, as one moves up in an organization, the work itself requires ever-higher levels of complexity. One measure of this complexity is how far out in time an individual in a position is accountable for delivering results.

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