By Sam Robinson
A useful model that supports people to work well together in an organisation is the concept of “Levels of Work”. Familiar to many, it’s also one of the toughest things to grasp for people new to organisational theory (for an explanation, see the Systems Leadership: Creating Positive Organisations book).
Essentially, Levels of Work proposes that work differs in complexity in organisations and the predominance of a certain level of complexity determines the Level of Work. (When work tasks are grouped together, this is called a “role”.) By complexity, I’m talking about the range and degree of ambiguity in variables having an impact on decision-making.
If you’ve ever worked at different levels in a large organisation, there are plenty of examples you’ll be familiar with. The first entry-level job you had when you came into an organisation is likely to have had fewer variables and a shorter impact horizon for your decisions than your later, more senior roles. For example, someone working in a team on a construction site laying the foundations for a new building is performing different work to someone leading a construction crew and being concerned with things like materials being ordered on time, the well-being and productivity of individuals, and the whole project moving forward as it should.
Levels of Work, once understood for the first time, is a real light bulb moment. Helping to shine a light on the actual value that an individual role should add to an organisation often entails reflection that opens a whole new world of understanding about work. For me, it helped me to understand my frustration with managers I’ve had in the past who dipped down and tried to work at “my” level.
But be careful.