THE NATURAL SYSTEMS INSTITUTE
Edwin L. Young, PhD
INTERACTION of HORIZONTAL, VERTICAL, and SOCIAL
SYSTEMS
and THEIR
COMBINED EFFECTS on
PERFORMANCE SYSTEMS
THE EFFECTS of the SOCIAL SYSTEM’S
LEVELS of PREJUDICE and
COMMUNICATION PATTERNS on
AGGRESSION and
LEVELS OF PERFORMANCE
a PROGRESSIVE VICIOUS CYCLE
THE OVER-ARCHING INFLUENCE OF
STRUCTURE
THE STRUCTURE OF THE
ORGANIZATION
IS THE PRIMARY DETERMINATE
OF ALL OTHER FACTORS
AND SYSTEMS
Vertical-Hierarchical and Horizontal structure of an organization separates functions that, while involving different tasks, are
actually interdependent. They may also be related sequentially. Goals are contained. Information concerning projects is
disseminated top down and compartmentalized and restricted in temporal range. The result is that workers and departments
suffer from myopia and language and perspective barriers that make each department a ghetto viewing all others as outsiders.
Hierarchical Table of Organization and
2
Departmental Horizontal Layout
1
HEAD
A
3
1
2
3
3
I
3
4
2
3
4
1
II
3
1
2
II
A
B
C
D
A
B
C
D
1
1
1
1
1
1
1
1
2
2
2
2
2
2
2
2
3
3
3
3
3
3
3
3
4
4
4
4
4
4
4
4
C
3
2
B
4
HEAD
I
C
4
2
D
3
1
1
2
B
4
2
A
4
1
D
1
4
4
Counterproductive Structures and Their Dynamics and Effects
• Structures with vertical and horizontal systems that are
fragmented, contained, and compartmentalized, even
though they are interdependent, tend to promote resentment,
distrust, and paranoid projections that lead to limited,
inauthentic communication, rumors, reporting secretly on
one another.
• Such groups tend toward exclusive social clustering with
prejudice and mutual sabotage.
• Even within a contained group, rivalry, invidious
comparisons, animosity, and prejudice can develop over the
slightest differences, resulting poor cooperation and poor
performance.
INTERACTION OF VERTICAL, SOCIAL, AND PERFORMANCE SYSTEMS
STAFFS’ & STUDENTS’ VERTICAL & SOCIAL GROUPING BY RACE, RELIGION, POLITICS, GENDER, AGE & SIZE
STAFF’S TENDENCIES TO BE EXCLUSIVE OR INCLUSIVE
E
X
C
L
U
S
I
V
E
Admin
Mid Manage
LINE
STUDENT’S TENDENCIES TO BE EXCLUSIVE OR INCLUSIVE.
DO THEY MIRROR STAFF TENDENCIES TO BE EXCLUSIVE OR INCLUSIVE?
WHEN GROUPS OF STAFF AND STUDENTS
BECOME EXCLUSIVE, A NEGATIVE SOCIAL SYSTEM DEVELOPS,
THE COMMUNICATION SYSTEM BECOMES ALIENATED,
AND THE PERFORMANCE SYSTEM DEGENERATES
The Social Groups below are distributed both Vertically
and Horizontally. Counterproductive Organizational
Structures can generative prejudice and animosity.
AGE, SIZE, GENDER GROUPING
ETHNIC/RACIAL
GROUPING
RELIGIOUS
GROUPING
EXCLUSIVE
EXCLUSIVE
EXCLUSIVE
The Interaction Between Horizontal Systems , Social Systems With Prejudice, Poor Communication,
Overt and Covert Aggression and Their Effects on Performance Systems
As people come into the institution with ALL KINDS of prior prejudices
and are separated by departments, locations, rank, social grouping and external references groups,
communication breaks down, overt and/or covert aggression increases, and performance decreases.
As performance decreases, prejudice, overt and/or covert aggression, and poor communication all increase. This is a vicious cycle.
Distribution
by type of
prejudice
The circle
shapes
represent
vertical
levels of
employees.
The
squares
represent
the various
kinds of
prejudice
against
one
another
distributed
randomly
throughout
the
institution.
L
Vertical
Systems
Prejudice
L
L
A
M
L
L
L
L
L
L
L
L
Gender,
Age, Size
Prejudice
L
Ethnic,
Racial
Prejudice
L
M
M
M
M
M
L
L
A
L
L
M
L
L
Religious
Prejudice
A=Administration M=Mid Management L=Line Staff
Staff are depicted by colors where one is most likely to find them.
Horizontal, Vertical, and Social Separateness aggravates prejudices, increases conflict, and decreases communication and performance.
Inevitable Negative Effects of
Counterproductive
Organizational Structures
•In organizations with minimal or counterproductive
structures, the negative traits of the individual tend to
surface and exacerbate negative organizational trends.
•Typically, the organization's difficulties are blamed on
negative personalities rather than faulty structures.
•The following four slides present examples of these
negative effects brought about by counterproductive
structures such as the Vertical structure and the social
structures such as Racial and Ethnic; Gender, Age, and
Body type; and Religious stereotypes.
I have this great plan that I’m sure you will
all want to follow. I want you to tell me what
you think. I just want us all to be one big
happy family.
Silently to self: ‘No matter what I do I
never feel that they are being completely
open with me. It seems like the only
way I can be sure they will do it is if I
threaten them in some way.’
Yes sir! Whatever you say, sir! You’re the Boss.
Silently to self: ‘God! What an idiot! You can’t tell him
anything. His plans are so unrealistic. Its like when you get
to the top you are all the sudden in a different world. We can’t
relate to them any more. Its like all of the sudden we are
subhuman and they are super human. I always feel tense and
uncomfortable around the boss. I don’t like being around him
and to be honest, even though I know he is not really such a
bad guy, I just don’t like him.’
I have this
great plan that
I’m sure you
will all want to
follow. I want
you to tell me
what you think.
I just want us all
to be one big
happy family.
Line Staff
Hey, lay off. I’ll do my job. I
don’t have to be threatened.
What! Do you think I’m stupid?
Silently to self:
The system always sucks. We are always the ones
that get screwed. They treat us like we are idiots and
make us do these ridiculous things that never work
and if you say anything, they accuse you of being
oppositional and unmotivated. Don’t worry, though,
they’ll get theirs!
Top
Management
Silently to self:
‘No matter what I
do I never feel that
they are being
completely open
with me. It seems
like the only way I
can be sure they
will do it is if I
threaten them in
some way.’
RELATIONS ACROSS THE VERTICAL SYSTEM:
STEREOTYPES, PREJUDICES AND INCLUSIVE-EXCLUSIVE BEHAVIOR
I don’t want to be your friend. I just
want your kind to leave me alone.__
Silently to self: How embarrassing. They are so stupid.
I don’t understand them at all. It drives me nuts when
they come around. I hope no one saw them talking to
me. They always act so silly and think they are such hot
stuff. If they only knew!!
Hey! I don’t like strangers and people
who are different from me. You’re
different from me. I hate your kind. So
just don’t get in my way or I’ll have to
bust you one! Understood !
Hi ! I want to be your
friend. I like everybody!
Mr.
Distrust
Mr. Get
Out of
My
Face!
Mr.
Friendly
THE SOCIAL STRUCTURES OF GENDER, AGE, AND PHYSICAL ATTRIBUTE STEREOTYPES CAN RESULT IN
PREJUDICES AND INCLUSIVE-EXCLUSIVE BEHAVIOR
Who the hell do you think you are?
You sure are pushy!
I don’t have to put up with your kind
always trying to horn in. I’ve got
boundaries and they sure do not
include you and your kind!!!
Hey there! You look like a nice person.
Let’s sit together at lunch today and get
to know one another. OK!
Mr. Get
Out of My
Face
Oh, yes. Well thank
you, but I’m afraid
I’ll be busy. Maybe
some other time.
Mr.
Friendly
Mr.
Distrust
RACIAL & ETHNIC STEREOTYPES, PREJUDICES
AND INCLUSIVE-EXCLUSIVE BEHAVIOR
Silently to self:
Doesn’t that idiot
know we don’t
associate with them.
Particularly in public.
My God! What kind of
people are they? I
hate it when they
approach me like that.
I just want to be left
alone.
If you don’t mind! Please leave me alone & do
not bother me with your crazy religious ideas._
Silently to self: I hate pushy religious
fanatics!!! And I certainly do not want to join
any silly groups!
Hi! I want to be your friend. I have a
wonderful religion and we love
everybody. If you feel like it, I would
really like to tell you about my religion
and religious group because you may
want to join us if you knew more about it.
Listen Bud! I’m just
looking for someone to
bust up. If you insult me
with your friendly come
on just to suck me in,
you’ve got a surprise
coming! If you think you
can just to trick me into
agreeing with you that
your religion and beliefs
are better than mine,
then that is all the
excuse I need to use you
as my punching bag for
today!!!
Mr. Distrust
Mr.
Friendly
Mr. Get
Out of My
Face
RELIGIOUS STEREOTYPES, PREJUDICES
AND INCLUSIVE-EXCLUSIVE BEHAVIOR
A Model of
the Interaction of Critical Dimensions
in a Counterproductive Structure
and the Gradual Transition
to an Ideal Structure
Increase in
PREJUDICE
COMMUNICATION
INTERACTION BETWEEN
COMMUNICATION,
PERFORMANCE, and
SOCIAL SYSTEMS
THE EFFECTS of LEVELS of PREJUDICE and COMMUNICATION
PATTERNS ON AGGRESSION and LEVELS OF PERFORMANCE
PREJUDICE
Increase
COMMUNICATION
THE INTERACTION
BETWEEN
SOCIAL SYSTEMS and
PERFORMANCE SYSTEMS
CAN BE ALTERED TO
BRING ABOUT THE
EFFECTS SUGGESTED IN
THIS CUBE
THE ALTERING THE EFFECTS of LEVELS of
PREJUDICE and COMMUNICATION PATTERNS
ON AGGRESSION and LEVELS OF PERFORMANCE
THE FOLLOWING FOUR SLIDES ILLUSTRATE DIFFERENT
CONFIGURATIONS OF INTERACTIONS BETWEEN
COMMUNICATION AND PERFORMANCE
IN RELATION TO
PREJUDICE AND AGGRESSION.
THEY ILLUSTRATE THE NECESSITY FOR MATURITY
TRAINING AND HOW THAT NECESSITY CHANGES OVER
THE LIFE SPAN OF INDIVIDUALS.
THIS ADDS AN AGE OR TEMPORAL SYSTEM TO THE
VERTICAL, HORIZONTAL, SOCIAL, COMMUNICATION,
AND PERFORMANCE SYSTEMS.
THE FINAL TWO SLIDES, 22, AND 23 ILLUSTRATE THESE
NEEDS FOR MATURITY TRAINING
AGGREGATE
PREJUDICE
AGGREGATE
COMMUNICATION
EFFECTIVENESS
HIGH
AGGREGATE
OVERT
CONFLICT
AGGREGATE
PERFORMANCE
EFFECTIVENESS
HIGH
LOW
LOW
Maximally Negative Working Conditions
AGGREGATE
PREJUDICE
AGGREGATE
COMMUNICATION
EFFECTIVENESS
AGGREGATE
OVERT
CONFLICT
HIGH
AGGREGATE
COVERT
CONFLICT
AGGREGATE
PERFORMANCE
EFFECTIVENESS
HIGH
LOW
LOW
Passive-Aggressive Environment
MEDIUM
AGGREGATE
PREJUDICE
HIGH
AGGREGATE
COMMUNICATION
EFFECTIVENESS
AGGREGATE
OVERT
CONFLICT
AGGREGATE
PERFORMANCE
EFFECTIVENESS
HIGH
Initially effective
communication
releases talking out
of conflicts
MEDIUM
Prejudice Gradually Declines
Initial resolved conflicts leads to
moderate cooperation & moderate
increased performance
MEDIUM
Effective Communication eventually leads to a reduction in prejudice followed
by reduction in conflict & increase in performance
AGGREGATE
COMMUNICATION
EFFECTIVENESS
AGGREGATE
COVERT
CONFLICT
AGGREGATE
PREJUDICE
AGGREGATE
OVERT
CONFLICT
AGGREGATE
PERFORMANCE
EFFECTIVENESS
HIGH
IF
INCREASING
THEN
&
DECREASING
&
DECREASING
IDEAL WORKING CONDITIONS
&
DECREASING
AS MATURITY INCREASES, PREJUDICE DECREASES
Investing in maturity training employees so as to overcome prejudice in the workplace is
helpful. Investing in workshops that promote personal growth and maturity is essential in reducing
prejudice but also increases responsibility, productivity, creativity, as well as promoting good
human relations and reducing prejudice. The next slide illustrates factors involves in progression
toward greater personal maturity. It also emphasizes the importance of recognizing the changing
needs for supervision, guidance, and especially maturity training as the individual progresses from
childhood through adolescence to adulthood.
OVER THE PERSON’S LIFE SPAN, THE VULNERABILITY OF THEIR BASIC NEEDS FOR SURVIVAL DECREASE AND
THEIR DEPENDENCE ON OTHER’S DECREASES AS A FUNCTION OF THEIR INCREASE IN COMPETENCY OF WILL AND SKILL.
TRAINING OR EDUCATION FOR GROWTH IN MATURITY FROM THE EARLIEST GRADES ON
IS THE MOST ESSENTIAL NEED FOR ALL OF OUR EDUCATIONAL INSTITUTIONS
NEED FOR
GUIDANCE
COMPETENCY OF WILL AND SKILL
N
E
E
D
S
DEPENDENT ON WILL
AND SKILL OF OTHERS
NEED FOR SUPERVISION AND GUIDANCE
N
E
E
D
S
MATURE ADULT
COMPETENCY OF WILL AND SKILL
TEEN
DEPENDENT ON WILL AND SKILL OF OTHERS
NEED FOR SUPERVISION
COMPETENCY OF
WILL AND SKILL
N
E
E
D
S
DEPENDENT ON WILL AND SKILL OF OTHERS
INFANT