It is important to be clear that the Command and Control paradigm relates to a particular, but erroneous, way of thinking about maintaining and improving organisational efficiency, effectiveness and performance. As John Seddon puts it:
The prevailing thinking would have it that if each part of a system performs as specified (to budget), then overall the system will perform as expected. It is assumed that looking at the parts gives us the means to manage the whole. Nothing could be further from the truth. It may be true in many cases that the numbers add up to the intended budget, but managing in this way guarantees sub-optimisation. ( i.e. Lower efficiency) .
In Command and Control cultures, leaders and managers attempt to maximise efficiency and performance by setting targets, and driving people to meet them through constantly monitoring their individual actions. These techniques are passed on from generation to generation, taught in business schools and military colleges, and even embodied in government programmes such as the UK's project for Performance Management, Measurement and Information.[PMMI]
Read more: “Command and Control” and “Authoritarian” Leaders are different. PT. 1 [click]
