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  • May–June 2018
  • Article
  • Harvard Business Review

Structure That's Not Stifling: How to Give Your People Essential Direction—Without Shutting Them Down

By: Ranjay Gulati
  • Format:Print
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Abstract

Most leaders view employee freedoms and operational controls as antagonists in a tug-of-war. They tend to focus on regulating workers’ behavior, often putting a damper on commitment, innovation, and performance without realizing it. But freedom and control aren’t zero sum, argues the author. By giving people a clear sense of their organization’s purpose, priorities, and principles—that is, by providing freedom within a galvanizing framework—leaders can equip employees to make on-the-ground decisions that are in the company’s best interests. Gulati uses businesses as diverse as Netflix, Alaska Airlines, and Warby Parker to show how freedom can function in different settings. A coherent framework helps employees develop a deeper understanding of the business, which can lead to improved engagement, creativity, efficiency, and customer service.

Keywords

Organizational Structure; Mission and Purpose; Framework; Employee Relationship Management; Performance Effectiveness

Citation

Gulati, Ranjay. "Structure That's Not Stifling: How to Give Your People Essential Direction—Without Shutting Them Down." Harvard Business Review 96, no. 3 (May–June 2018): 68–79.
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About The Author

Ranjay Gulati

Organizational Behavior
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More from the Author
  • Outcome and Process Frames: Strategic Renewal and Capability Reprioritization at the Federal Bureau of Investigation By: Ryan Raffaelli, Tiona Zuzul, Ranjay Gulati and Jan Rivkin
  • Sarojini Naidu: Courage of the Nightingale By: Ranjay Gulati, Malini Sen and Anjali Raina
  • Sona Comstar and Blackstone: Unlocking Value Through Business Transformation By: Ranjay Gulati and Kanika Jain
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