Parallel Learning Structure (Collateral Organization) What is Parallel Learning Structure - The concept of parallel learning structures was introduced by Dale Zand in 1974 Parallel learning structures co exist with the formal organizational structures These structures are formed to solve the problems that remain unresolved by the formal structures The parallel learning structure is also known as the collateral organization The collateral organization consists of a steering committee and several working groups who study the organization and identify the changes to be implemented. It is an OD intervention which involves the creation of a parallel and coexisting organization which supplements the formal structures. This collateral structure enables an organization to manage change and innovation without disrupting the formal structures and mechanism needed to managing more repetitive tasks (Buch and Aldrich, 1999). This intervention is applied when organization process through the downsizing operations. These newly formed structures are small and represent the cross section of the organization. They follow the norms, opposite to organizational norms. Groups are working in tandem and with synergy. Communication channels are not restricted. Collateral organization is well versed to run with innovation with its liberal organizational character. It is consist of a steering committee and a number of working groups that study what changes are needed in the organization, make recommendations for improvement, and monitor the resulting change efforts. - - Publicize when and where the exchanges take place. To foster innovation and creativity within a bureaucratic system. Knowledge Management involves capturing the organization's collective expertise wherever it resides (in databases. or in people's heads) and distributing it to the people who need it in a timely and efficient way. Parallel Learning Structures may be a form of Knowledge Management. To support exchange of knowledge and expertise among performers. hierarchical structure. informal exchanges that naturally occur among staff members. To capture organization’s collective expertise. Establish a process for organizing and recording the corporate knowledge.- Parallel Learning Structures (also known as Communities of Practice) promote innovation and change in large bureaucratic organizations while retaining the advantages of bureaucratic design. Groups representing various levels and functions work to open new channels of communication outside of and parallel to the normal. How to use Parallel Learning Structure - Look for existing. Have interested parties convene and develop a mission statement or list the outcomes. Determine what support would facilitate the information exchange and learning. - - . A highly participative arrangement composed of people from most levels of the organization who follow the action research model to produce meaningful organization. on paper. - When to use Parallel Learning Structure To develop and implement organization-wide innovations. and initiate needed changes. for fear of a supervisor "stealing" credit or because they feel the company doesn't compensate them well enough for a wholehearted creative contribution. engage in genuine inquiry and experimentation. some employees may not feel motivated to put their best ideas out there. In traditional bureaucratic business' hierarchy structures. . be it a raise or a promotion. and employees who frequently contribute to the group learning environment are in a perfect position for performance incentive rewards. Parallel learning groups are comprised of individuals with various backgrounds or expertise that operate via minimal to no supervision within an existing hierarchical structure. to identify issues and implement change. Advantages of Learning Structure - Parallel One of the greatest advantages of adopting a parallel learning structure is that it brings underutilized but talented employees to the forefront. These groups do not follow the traditional bureaucratic design of change management within the existing organization but instead are designed to operate parallel to the existing structure or organizational design. It is expected that all participants openly contribute. By contrast.Strategy - Parallel structures help people break free of the normal constraints imposed by the organization. without fear or organizational retaliation. a parallel learning structure gives credit where it's due. High-performance organizations often use parallel structures to co-ordinate self-directed teams. Dale had introduced this concept in 1974 under the label collateral organization and defined it as a supplemental organization coexisting with the usual formal organization. constitute another important foundation of organization development. At Ford Motor Company. parallel structures are a vehicle for learning how to change the system. and employees. . The quality of work life programs of the 1970s and 1980s used parallel structures composed of union leaders. a steering committee and working groups were used to co-ordinate the employee involvement teams.Why Parallel Learning Structure exist? - Parallel learning structures. Bushe and Shani say: The key thing about parallel structures is that they create a bounded space and time for thinking. Considerable experimentation with collateral organizations occurred in the 1970s and1980s. It isn’t the supplemental structure that’s important. talking. Parallel learning structures are often the best way to initiate change in large bureaucratic organizations. engage in genuine inquiry and experimentation. deciding. Parallel learning structures are a foundation of OD because they are prevalent in so many different OD programs. The charge to members of the parallel learning structure is to think and behave in ways that are different from the normal roles and rules of the organization. The most important and difficult task for the people creating the parallel learning structure is to create a different culture within it. you don’t have a parallel structure. What’s important is that people act in a way that promotes learning and adaptation. managers. and initiate needed changes. If you don’t implement different norms and procedures. In essence. Parallel structures help people break free of the normal constraints imposed by the organization. specially created organizational structures for planning and guiding change programs.´ the purpose of the collateral organization is to deal with "ill-structured" problems the formal organization is unable to resolve. and then leading the process. Most socio-technical systems redesign efforts and open systems planning programs use parallel structures. and acting differently than normally takes place at work. Parallel learning structures refer to groups who represent various levels and functions working to open new channels of communication outside and parallel to the normal hierarchical structure.especially when the change involves a fundamental shift in the organization’s methods of work and/or culture. Parallel learning structures promote innovation and change in large bureaucratic organizations while retaining the advantage of bureaucratic design. . Designing Parallel Learning Structure (Collateral Organization) In Figure 1. SF. NT. The term S-Group stands for Steering Group or Synthesis Group. . and NF) and thus to achieve a far-reaching—effective—synthesis for all concerned. the term C-Groups stands for either Collateral Groups or Conclusion Groups. Forming these C-Groups to be as different as possible from one another (as discussed below) helps ensure that all the underlying differences of any complex problem will be brought into the open for an active debate. The mission of the S-Group is to address and then resolve the differences among the C-Groups (conveniently labeled as ST. which is composed of one or two representatives from each C-Group. 4. Specifying objectives that the collateral design will attempt to achieve (5–15 objectives). encourages members and line managers from the operational design to develop creative yet feasible solutions in a more relaxed. This ongoing cycle of sensing the problem (from the operational design). A collateral organization. collateral design is needed to supplement the operational design for important. based on the research in the field of organization design. as is the customary practice. CREATING COLLATERAL DESIGNS Table 1 outlines the 10 basic steps involved in forming an effective collateral organization. long-term. collateral design—and then enables them to return to the operational design and implement their solution from a formal position of authority in the organization. that important aspects of a problem will be overlooked or treated in a narrow way (as would be done if ill-structured problems were approached by one functional department in the operational design). In addition. Table1 The Ten Steps for Designing Collateral Organizations 1. . in contrast. The trouble with assigning complex issues to staff groups. complex missions. the collateral design forms groups of people that cut across the formal departments in the operational design so that a wide array of expertise and information is available in each collateral group. is the foundation of the collateral organization.A major reason for utilizing a parallel structure with overlapping membership is to increase the likelihood that creative and innovative ideas to problems can and will be implemented in the operational design. 3. Recognizing that a special-purpose. consequently. 2. Formulating the special-purpose or mission for which a collateral organization will be designed. Specifying tasks that need to be performed in order to achieve each specified objective (30–100 tasks). defining the problem and deriving solutions (in the collateral design). fluid. is that these groups are: (1) remote from the source of the problems and (2) not in any position of line authority to implement their own recommendations. and implementing the solution (back in the operational design). It is less likely. Implementing. 8. according to the principle of differentiation (i. skills. and evaluating the new collateral design as the mission is being pursued.. knowledge and experience to perform the indicated tasks from any division in the organization (10–50 people). 7.5. Identifying people who have the necessary abilities. then pooled interdependencies within as opposed to between subunits. Forming boundaries around “clusters” of tasks denoting each collateral subunit. interests. 9. norms.e. Designing the mechanisms to coordinate all collateral subunits together into a functioning whole. according to the principle of integration as well as to coordinate flows between the operational and collateral designs. monitoring. according to the principle of containing first reciprocal. 10. anticipating how people would be working on these tasks in order to achieve the objectives. Designing the internal-structural characteristics of each collateral subunit. policies. . and guidelines to fit with each subunit's task environment). then sequential. Determining the interdependencies between all pairs of tasks. 6.