An individual development plan IDP is a tool to assist employees in achieving their personal and professional development goals. IDPs help employees and supervisors set expectations for specific learning objectives and competencies.
Imagine if you could form your dream supergroup, with the musicians you most admire. An impressive set of musical geniuses, for sure, but how would they sound together?
Chances are, they'd be a terrible "fit," and the result would be a discordant disaster! The same idea holds true in business.
When the drivers of your performance don't work well together, success suffers. In this article, we'll look at how you can use The Congruence Model to analyze how well the key components of your team or organization interact.
What Is the Congruence Model? The Congruence Model was developed in the early s by organizational theorists David A. Nadler and Michael L. It's a powerful tool for identifying the root causes of performance issues. It can also be used as a starting point for identifying how you might fix them.
It's based on the principle that a team or organization can only succeed when the work, the people who do it, the organizational structure, and the culture all "fit" together — or, in other words, when they are "congruent" see figure 1, below.
Where there is incongruence, or a poor fit, between these four critical elements, problems will arise. Tushman For example, you may have brilliant people working for you, but if your organization's culture is not a good fit for the way they work, their brilliance won't shine through.
Likewise, you can have the latest technology and processes, but decision making will be slow and problematic if the organizational culture is bureaucratic. The Congruence Model offers a systematic way to avoid these conflicts.
The Congruence Model is also a useful tool for thinking through how changes you make within a team or organization will impact upon other areas. How to Use the Congruence Model To apply the Congruence Model, look at each component and then analyze how they relate to one another.
Analyze Each Element Work: Consider what skills or knowledge individual tasks require, whether they are mechanical or creative, and how the work flows. Identify approaches that work best — for example, quick, thorough, empathic, analytical, precise, or enthusiastic — and what the stresses and rewards of the work are.
Identify the skills, knowledge, experience, and education that they possess. Then, explore how they like to be compensated, rewarded and recognized for their work.
Also, consider how committed they are to the organzation, and what career progression expectations they have. Are there distinct business units or divisions for example, regional, functional, or product- or market-specific?
Are there different levels or ranks, or does it have a flat structure? And how distinct or rigid are the reporting lines? Also, consider how standardized work is within your organization, and look at the rules, policies, procedures, measures, incentive schemes, and rewards that govern it.
You can explore your organization's culture by considering the leadership style and the beliefs and values of the individuals who work there. Think about the "unwritten rules" that define how work really gets done. These stem from people's attitudes, beliefs, values, behavior, and so on, and from the processes and structures that you've already examined.
Look at how information flows around the organization, and whether there are any political networks Step Two: Analyze the Relationships Between the Elements Now organize the four elements into the following six pairs, and analyze how they interrelate. Does the work meet individuals' needs? Is that structure sufficient to meet the demands of the work being done?
Does it meet people's needs? Are people's perceptions of the formal structure clear or distorted? Does the culture make use of people's own resources?
As you work through these pairs, identify areas of congruence and incongruence, and consider how your organization's performance measures against its goals. Build and Sustain Congruence Now, consider what steps you could take to reconfigure each element, and resolve the incompatibilities that you've identified.
As you identify solutions and move forward with them, don't forget to look at how you could strengthen the things that are already well coordinated.
It's as important to reinforce and sustain what is already congruent as it is to fix what's incongruent. According to the Congruence Model, the best strategies for fixing incongruence will be those that reflect the unique character of your team or organization, and the environment that you operate in.HRCI recertification credit online e-Learning Package+SHRM PDCs includes 60+ pre-approved Business (Strategic), HR (General), Global (international), and California credits for PHR, SPHR, GPHR, PHRi, SPHRi, SHRM-CP, SHRM-SCP.
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Use the Congruence Model to boost performance and analyze organizational problems by finding the best balance between work, people, structure, and culture.