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<br />0025H
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<br />: l~~ '-:'
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<br />T \....' C C1;~: dnc ( ',C:~
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<br />Environ.'T1~nl
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<br />~
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<br />Pror;imal'
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<br />Social rouclvrr
<br />Cuhure-
<br />Ttdlnoloqy
<br />Ecoloo;:y
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<br />fower s.ening
<br />Conlrotlen
<br />Clifntfl~ groups
<br />ConstituenCle1
<br />Allies
<br />Adver'Wtiel
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<br />
<br />Opef,ting en....ironment
<br />Complt',I( Ily
<br />UncertainlY
<br />ThruI
<br />C"1.;lfrSlon
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<br />o~ Jflil.atiotul Sub:yuern
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<br />Inlcrn.ill tnvironmenl
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<br />Fu-dbacl.:
<br />---------,
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<br />I
<br />I
<br />I
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<br />l~u.s
<br />Interdeprndencr
<br />ComprllllOn. conllicl
<br />SecurilY
<br />M~~eriil orth~oJCV
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<br />
<br />Structures ..nd proas.s,es
<br />Orciloion-m..klOg
<br />Contlal
<br />Communication
<br />luofrg.lp
<br />lI.'ooti....,uon
<br />Chana!'
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<br />Figure 1. A model of burc.aucr.aIJC organiz.auons (From Wa~'ld 19'15, p. 60).
<br />
<br />Such bureaucracies h;1\'(, a tendency lO place proce-
<br />dural correcmess helore task completion: thiS is called
<br />~()JIIn\'t:r510[1
<br />A l<ISK-llnL'IHL'd culLure rc\\'ard~ achi{"\'emem or the
<br />primary goal. Species re(o\'e~' programs must ue
<br />strongl\' LJsk Olicmcd, Task-oriented organiz.atiolls
<br />l:V~lI11ale tltelT structure, mode o{ operation, :and ac-
<br />UtJII~ in lerms of their comribution lO species reco\'ery
<br />and then shape and change their structure [0 meet the
<br />l.l~k'$ rcqlJlre-rnenl<;'. TillS kllld of "contingency ap-
<br />V,l;,c, J Il~~_'~Y ". '.il,,,-, :::1:1: ;1:1, ~)t:lbi~~ :!:l~ ~:.......:~d... in
<br />m;\1 \...ed (omr.1st to the f\.Xed rules. roles, :and regulo.-
<br />(lons of agencies thJ[ Jre frequently in charge of re-
<br />covery prog-rams. A person-oriemed cuhure IS rdrc
<br />and highlighL" lhe emplo~'ees and their needs.
<br />l'o-1echanistic (hureaucratic) organizaLJom tend to ue
<br />fK)\\'f::r am! role cuhures, Such cullUre~. ob\'iously. du
<br />!tale 10 prulllolc cre,Hi\'e problem soh-iug to meet Ull-
<br />ccnainlY succes.sfull~', but instead tfY to fall back on
<br />"sL1ndard operating procedures" lO meet complex
<br />tasks, For example, traditionallmreaucratic structure'"
<br />;md modes o( operauun \\'(:.'re u~ed in blad.-focned
<br />ferrel reccl\'ery (Clark and Haney 1988), and the~e
<br />were the sources of mall}' implementation problems in
<br />tillS case, Bureaucratic cultures failed to meet ferret
<br />I eco\'ery needs quickly or efficiemly,
<br />
<br />OrganIZational Rallonallty
<br />
<br />Another concept essential to designing and man-
<br />aging effecti\'e r~co\'err programs is organizational ra-
<br />tionality_ An organization's rationali[)', "those anion.'-.
<br />and procedures thal orgamLations feel are likely to
<br />lead to effectJ\'e and efflcieJll performance" (Westrum
<br />I ~H6, p. I), i.s embodied in It.'" structure and sl..Jndard
<br />'!.J-' ,:) ,,' ',' ,,'
<br />ilie information network gre.luy affects lht" qualH)' of
<br />
<br />decision making possible, \fhere \ital information i~
<br />missing or faulty. disastrous. decisions can result. Major
<br />information failures are seldom accidental: lhey re,
<br />f1ect the basIC stTllleg)', SIfUClUre, cullUrc, and m,Jn-
<br />agement philosophy of the organiz.auon.
<br />Tv,:q extremes {'xisl. according to We.strum (l9RG;'
<br />Gl\culative and generati\'e, Calculati\'e rationality, 1}J1'
<br />ical of governmental bureaucracies, is a straleg':-' that
<br />relies on the past to prC'dia the future. These agencies
<br />are org.mized to react to expected e\'enl" ill expeClni
<br />',:,1' T:.:"::",I.;';':LU::"U',t.:j'I.-:ij(IJ:.::.l Lljg:~I~iz..l.;jL.~lS J, l.:'.....
<br />that cenalnt)' is presem (when in tact it may nOl tx:)
<br />and lend to be role and rule dri\'en. regardless of the
<br />demands of the ta!'.k environment. CCllcubti\'e orgalll-
<br />z.auons often make disastrous decisions when coping
<br />with changing environmentS and high uncenaimy be-
<br />caU5e the standard oper.ning proct::dures mat make
<br />bureaucracies predictable also make them rigid ami
<br />vulnerable to errors,
<br />The causes of program failures lIe in the bure<.lll-
<br />cratic mechanisms for thoughl (\\"eSlrum 1986,-. All
<br />major- "thinking" is done by the;: central pan of the
<br />agenC)', that is, upper hierarchical levels, while periph-
<br />eral elementS (the workers) carr)' out directed actions,
<br />Such arrangements ma~' work if all the information,
<br />ideas., and creativity happen to be in the central office,
<br />but this is usually nm the case, If the cemr-al officI.:'
<br />strongly comrols workers, 11('": ideas coming from
<br />them will be seen as threatening and will aUlOmaucall~'
<br />be answered with. stronger central control. Thus, the
<br />syste~ is able to think only tbose thoughts and cafT)
<br />out only those actions that lea\'e the central office in
<br />total comrol. Evidence suggests that calculative ratio-
<br />nality dominates mall)' agency recO\'cry progTams
<br />'..
<br />
<br />Calculative rationalil\'leads to underused creati\it\,
<br />, .'
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