Examples
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Examples
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See an example of an accountability funnel
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Examples
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For more information on the concepts and theory that underpin JDOT, consult:
- JDOT User Guide:
- Simons, R. (2016) “Using the Job Design Optimization Tool to Build Effective Organizations,” Module 10, Strategy Execution Series, Harvard Business School Publishing Product No. 117-110.
- HBR article introducing organization design sliders:
- Simons R. (2005). “Designing High Performance Jobs,” Boston, MA: Harvard Business Review, HBS Product No. R05-07D.
- Book with examples of job design choices in different industries and company growth stages:
- Simons, R. (2005). Levers of Organization Design: How Managers Use Accountability Systems for Greater Performance and Commitment. Boston, MA: Harvard Business School Press.
JDOT allows you to:
- Assess the demands of a job and the resources available to fulfill that job
- Determine when a job is well designed and likely to be effective
- Determine when a job is poorly designed and likely to fail
- Recommend design changes to improve the functioning of the job
Imagine that you are considering whether or not to accept a new position. After investigating the nature of the job, JDOT allows you to adjust four sliders—from narrow to wide—to answer the following questions:
- What resources do I control directly within the organization to get the job done? (span of control)
- What measures will be used to evaluate my performance? (span of accountability)
- Who do I need to influence to achieve the goals for which I’m accountable? (span of influence)
- How much support can I expect when I reach out to others for help? (span of support)
For any job to work effectively, the supply of resources must equal the demand for resources.
The supply of resources available to you comes from two sources: (1) resources that you control directly through your position in the organization (span of control) and (2) other people’s willingness to help you (span of support).
The demand for resources is generated by your need to: (1) achieve the measures for which you are accountable (span of accountability) and (2) influence people whose help you must rely on to succeed (span of influence).
When the supply and demand of resources are in balance, JDOT will form an “X” indicating an equilibrium and telling you that the job is designed to succeed. If a job is poorly designed, the lines do not form an “X,” indicating that this job is unlikely to work effectively.
The final step allows you to adjust the sliders to bring the supply and demand of resources into balance. When you have achieved equilibrium, JDOT will show an “X.”
For any job to work effectively, the sliders must form an "X". This indicates that:
| Supply of Resources | Demand for Resources | |||||
| Span of Control | + | Span of Support | = | Span of Accountability | + | Span of Influence |
SPAN OF CONTROL
Span of Control is determined by the allocation of resources such as:
- Headcount
- Budget Allocations
- Balance Sheet Assets
- Decision Rights: Products and Services
- Decision Rights: Intangible Resources
SPAN OF INFLUENCE
Span of Influence is determined by job attributes such as:
- Entrepreneurial Gap (Span of Accountability > Span of Control)
- Stretch Goals
- Cost Allocations
- Cross-Unit Task Forces
- Dotted-Line Reporting
- Matrix Accountability
SPAN OF SUPPORT
Span of Support is determined by organization-wide variables such as:
- Shared Purpose
- Group Identification
- Trust
- Group-Based Rewards
- Equity Ownership
