Sometimes organizations create lever that exist within silos, without consideration as to how they affect each other or the overall organizational culture. For instance, if senior management creates motivational policies that support team involvement (as part of a desired culture) yet the organizational structure does not allow for teams to have decision making authority or team autonomy, then these two Levers do not work in parallel or quot;in concertquot; with each other. The Levers should be designed to create a synergy that, together, directly supports the core ideology and culture of the company. If the Levers are not in sync, the culture will not thrive. All of the Levers must work together to support or change a stated culture.
It works better if one of the lever has the ability to advise the other as to how to function at a higher premiums. If that lever has the right to implement it's suggestions, the the other lever will most likely rebel as an invasion of their territory. Change does not come easy for those in control. However, the secondary lever should vote to whether to accept or reject suggestions of improvement.. If rejections is continuous, then the corporations will ultimately fail as it's immovable and unwilling to be elastic enough to go with the corporation's changing dynamics.
