Functonomy ; A Less Recognised Disease in Organizations

Functonomy, Systonomy, Structonomy and Actionomy: Organizational Diseases Less Recognised

T. V. Rao

About 55 years ago I read about an interesting concept called "Functional Autonomy"introduced by the famous Psychologist Gordon All port. The concept said that actions started to fulfil certain needs originally become autonomous over a period of time and get continued for their own sake even when the original need ceases to exist. As one of my professors of Psychology  Dr. E G Parameswaran explained those days, a person with a failed love resorts to drinking or or smoking to manage his frustration; and after a few years even when he has a new partner and is happy, continues to drink or smoke. The behaviour of smoking and drinking has become functionally autonomous and has become a goal in itself. It is powerful concept of Allport.

Structonomy: I find this operating in many organisations. Structures that are started to fulfil originally a need (for expansion, problem solving, growth, quality assurance, supply chain , speed, customer delight etc.) are continued for unlimited time and are made self-perpetuating even when the original need ceases to exist. This goes some times to a pathological extent and becomes a burden on the organization. For example if you started a "Recruitment Division"in a company when you are recruiting large numbers of people the department continues to not only exist but expand even when recruitments are reduced drastically. Some of them are maintained o serve the recruitment consultants who then find new forms of work in that organisation.Recruitment is just an illustration, there could be many departments structurally become autonomous and continue to exist and even become a drag on the organisation as they have created enough work for themselves and others. Organizations find it difficult to wind up structures once they stated and structures make sure that they continue to exist by finding out new reasons for their existence adding a lot of fat to organizations. This is particularly prevalent in government and there is always a protective reasons of social purpose and employment.

Thisi true not  only with structure but also with Functions (Functonomy) where functions started to fulfil certain needs, goals become autonomous and continue for their own sake without fulfilling the original goals or needs. I have seen this happen with HRD or Human resource Development where the function converted itself into Human Resources Department and found many reasons to continue and even expand. Originally starts with one HRD Managers and gets eventually elevated to AGM, DGM, CGM, Director, Executive Director or President etc. without even fulfilling the original goals and coming up with new vision, mission and values etc. This is not to say what exists as a genuine growth of the function is unwarranted. Many grow in a planned way and fulfill the needs or create new needs and change themselves to strategic business partners etc. Needed or not needed is subject to review and examination. A training department started to build skills among unskilled workers eventually transforms itself into Training Institute or Leadership training Institute or Management development Center even when there is no need for skill development and some one else (including an outsourced agency) is developing skills. 

Please don't mistake me a cynical as I am not saying all such functions are not needed. I only mean those that have become autonomous and continue to exist even after the original purpose does not exist.  

Systonomy is a disease where a system or a set of systems started to fulfil originally certain purpose or goals continue to exist even after  the original purpose for which the system is needed ceases to exist. For example performance management systems started to bring objectivity in assessment and bell curve as a means to reward employees and promote internal competition will continue even after discovering that the bell curve ahs the reverse impact of demotivating people and than motivating them. 

Actionomy  (I prefered to sue Actionomy rather than Actonomy as certain companies have that name and I don't mean offence to them) is a disease where certain activities or actions a startered to fulfil originally certain goals (reflection ,review and development)  continue to exist when those ends are no more an issue or not needed. For example I have seen many organisations starting 360 Degree Feedback as a development tool and eventually incorporating it  and continuing it as a PMS tool rather than a voluntary reflection and development tool. 

Solution: The only way to eradicate this disease is a periodic review of the structures, systems, functions and activities to ensure that unwanted ones are discontinued. Management as a class and as a process could some time be a self perpetuating and self multiplying virus. If this virus spread unwanted systems, processes and activities the disease could become cancerous and g bring doom to the organisations. I would particularly cautious government departments for this as most government departments are subject to this virus. They were already infected with the virus of target setting in departments like police and taxation whre targets form a part of Performance appraisals and innocent public suffer due to the virus of target obsession. This happens even with Doctors in private hospitals, who else can be spared?