Recursive Process Management

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Alternative names: 
RPM Recursief Proces Management
Level of process: 
Intent or purpose: 
RPM is a method for creating preconditions for learning and self organization through dialogue in networks of teams. It helps utilizing the complexity of larger organisations rather than reducing it.
Used as component of: 
Corporate organisational development policy
Types of Participants: 
All teams from top management to workfloor
Optimal amount of time needed: 
One year programme
Usual or Expected Outcomes: 
Increased awareness and appreciation of natural complexity in larger organisations, increased mutual understanding among teams, increased ability to manage team stakeholder relations, increased team management competencies, more flexible team network.
Level of participation: 
Involves all layers of management by definition, and involves all other employees as required.
Ideal Conditions: 
Large, possibly geographically spread, possibly multi cultural organisation, looking for ways to cope with increasing complexity, trying to increase flexibility, motivation, management on team level, learning.
Potential Pitfalls: 
Confusing self organisation (spontaneous order and adaptive behaviour in complex systems) with self management. (emancipation)
How is success evaluated: 
Standard practices for internal auditing, management review or self evaluation, e.g. EFQM; Satisfaction surveys; ISO 9000 auditing.
Examples of successes and failures: 
Public libraries province of Groningen, The Netherlands (Biblionet Groningen). An article about this application in Dutch is available on this website. See the Quality Research website, or mail for information in English.
Type of Facilitator-Client Relationship: 
Long terrm relation as a management consultant. Typically, one consultant is involved, who assists the client organisation in setting up an internal project group.
Level of Difficulty to Facilitate: 
Facilitation skills required
Facilitator Personality Fit: 
Process oriented rather than expert.
Resources Needed: 

- Project preparations (develop new visions on organisation development, find objectives, set up a project team);
- Design of precondtions (vocabulaire for management dialogue, role model for linking teams to hierarchy, microrules for structuring the team network, intranet support, management information services, communication, evaluation, continuity, etc.);
- Small scale pilots on all levels, including management teams;
- Roll out to all teams;
- Evaluation (may include external auditing), feedback, adjustments;

How flexible is the process?: 
The implementation procedure as outlined above can be applied in organisations of 250 employees and up. The procedure itself includes a design step in which the concept is redesigned and customised by the organisation itself.
Peter Bootsma
History of Development: 

First drafts 1992.

<a href="">Verdieping van chaosdenken</a> (Dutch)
License Model: 
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Quality Research Groningen Netherlands
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Quality Research Groningen Netherlands
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Audience Dialogue Adelaide Australia
Quality Research Groningen Netherlands
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Quality Research Groningen Netherlands
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Quality Research Groningen Netherlands