Managing the Matrix: The Secret to Surviving and Thriving in Your Organization

8

Defining EI

Johann smiled as he watched Debra take a number of sheets of paper out of her bag.

“This is what I came up with when I sat down to think about what it takes to do well in the matrix. And then I Googled it for a while and there didn't seem to be anything hugely important that I had missed. What do you think?” She offered the papers to Johann.

“It's great to see you've put so much thought and work into it. Before I look at the list, let me ask you a couple of questions.”

Debra nodded.

“OK. The first question is ‘if you could do all of the things on your list perfectly would it solve all the issues created or exacerbated by working in a matrix?’”

Debra laughed. “I think it would solve most problems in the world! Seriously, let me look back at what we said the main problems were for people working in a matrix. We said that people in a matrix work across functions and geographies, with people with different values, attitudes and expectations. This means that communication can be difficult even if there is an apparently shared language. They often suffer from information overload as they are peripherally involved in a very high number of projects or initiatives and struggle to manage their time. As a result, their ‘day job’ suffers. Sometimes they have conflicting or what seem like completely contradictory objectives and targets. Decisions can take months to get approved as ‘everyone’ needs to consulted. As a result some people go maverick and play only by their own rules ...