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OD
OD
The Fleishman model and the Grid model were often treated as identical or at
least variants of the same basic model. Bryman (1986) noted that the strong
resemblance between the Grid model and the Fleishman model has led many writers to
hold the implicit view that the former arose from the latter (Bryman 1986, p. 77). In some
writings, the two models were used apparently interchangeably (Larson, Hunt and
Osborn 1976; Nystrom 1978) and the Grid model became inadvertently embroiled and
entangled in the "high-high" debate. This was despite attempts by Blake and Mouton to
differentiate their model conspicuously from Fleishman's. They believed that the
conceptual nature of the two Fleishman dimensions, made it likely that a high-high style
would reduce down to a narrow paternalistic leadership style, rather than one which
added the two dimensions in a synergistic way. Blake and Mouton concluded that using
attitudinal dimensions, rather behavioral ones as in the Fleishman model, overcame this
problem (Blake and Mouton 1982b; Blake 1992).
The Grid model predicts specific core leadership approaches or styles when
leaders operated with various combinations (integrations) of the two attitudinal
dimensions. Blake and Mouton plot five core leadership approaches on their two
dimensional grid. These are represented by a numerical shorthand, based on their Grid
co-ordinates. The 9,9 model is seen by Blake and Mouton as the ideal leadership style
and is espoused by them as the "one best way" of leadership.
The five Grid styles were viewed by Blake and Mouton as representing five
discernible and prevalent orientations in individual leadership behavior. Although the
axes are attitudinal, the combinations of these attitudes result in leadership styles that
are defined in behavioral terms. Thus, an individual disposed towards a 9,1 style would
be expected to behave in a manner consistent with the high task/low people attitude
and consistent with the 9,1 style of behavior prescribed by the model.
Blake and Mouton also differentiate between dominant and backup styles, where
the dominant style is the one normally and most typically adopted by the individual and
the backup is one adopted in stressful circumstances, when the stakes are low, or under
other circumstances (Blake and Mouton 1981b; Blake and McCanse 1991).
There is little doubt that conflict resolution style is one important facet of
leadership style and that conflict resolution style may be one useful way to characterize
and discriminate the five Grid leadership styles. Indeed, it could be argued that conflict
resolution style is close to the essence of Grid. In Grid training seminars, for example,
the issues of conflict and conflict resolution are strongly emphasized, and individuals
are trained in conflict resolving strategies. However, conflict resolution method or style is
one factor only and not the entirety of Grid leadership style. Other characterization
dimensions are also implied or stated in the literature and practice of Grid. Based on the
dimensions used in Blake and Mouton's leadership style questionnaire (Blake and
Mouton 1981b, p1-2), one could develop a Grid based on decision-making style,
convictions, temper, sense of humor and level of effort. Blake and McCanse (1991)
state that the dimensions of leadership are conflict solving, initiative, inquiry, advocacy,
decision making and critique and offer a questionnaire designed to measure individual
style against each of these dimensions (p. 18-22). Other possible dimensions inferred
from the Grid literature and practice include communication style, objective-setting style
and co-ordination style. As with conflict resolution style, critique style is regarded as
particularly important (Blake and McCanse 1991) and the five core Grid styles have
been explicitly distilled into a critique grid has also been used to profile leaders
according to the Grid model (Jensen 1993). We are therefore saying that the Grid
leadership style model can potentially be decomposed into a number of facets, and
conflict resolving style is only one of these.
Grid as an OD Process
Although regarded in the academic literature primarily as a model of leadership
style, Grid has found widespread practical application as a model of organization
development (OD) in many organizations and in many countries (Guyot 1978; Kur 1981;
Blake and Mouton 1985; Iles and Johnston 1989; Lester 1991; Blake 1992). Grid OD is
the term applied to the process by which Grid is introduced into and applied in
organizations. Blake and McCanse (1991) explicitly differentiate Grid's role as a
framework for leadership style from its manifestation as an OD process.
They outline the six phase program of Grid OD, commencing with the Grid
training seminar (Phase 1). The other five phases are dubbed "Team Building",
"Interface
Development",
"Designing
an
Ideal
Strategic
Organization
Beer and Kleisath (1971) note that one of the important differences with Grid OD,
compared with other leadership approaches is the fact that it was an outgrowth of T
group or sensitivity training. They note though that, unlike sensitivity training, Grid OD
provides a well-defined cognitive framework for thinking about leadership, and the Grid
training experiences are completely structured.
sensitivity training is very much evident in the nature and style of the training process
employed. A typical Phase 1 Grid training program runs for five days. During this period,
The process by which synergy occurs is referred to by Blake and Mouton (1981b)
as "9,9 Teamwork". The espoused skills, required for the 9,9 Teamwork process,
include:
Active listening (listening to understand)
Open mindedness
Clarifying behavior or inquiry (clarifying others' views and probing into underlying
rationale)
Candid critique (non-judgmental feedback, unencumbered by status or social
reticence)
Focusing on facts, rather than opinions
Confronting the underlying causes (attitudes, beliefs, values, knowledge differences)
of conflict
346)
It is evident that the 2x2 leadership style model is largely secondary to the
process. Beer and Kleisath conclude that the two-dimensional grid is purely a
cognitive framework and platform, used as a backdrop for a more behavior-based
training of individuals in the 9,9 leadership style and gaining their commitment to the
9,9 Teamwork model. The Grid OD training process uses the two-dimensional model
essentially only as a framework for helping trainees contrast leadership practices,
understand those practices that are productive and develop a commitment to the
9,9 leadership style at an individual level and the 9,9 Teamwork process at a team
level. Against this backdrop, the primary agenda and emphasis of Grid OD is
behavioral and attitudinal rather than cognitive. It focuses on learning and reinforcing
those teamwork skills, habits, beliefs and values that are consistent with a 9,9 style
and process. In other words, Grid OD is not about applying the 2x2 leadership style
model per se but about effectively installing a 9,9 Teamwork model in an
organization. The 2x2 Grid style model is not central to the process. During the
training process, participants are not trained in any other leadership approach from
the Grid, apart from 9,9. Participants simply apply their cognitive understanding of the
other approaches to help them identify and contrast non-9,9 practices so that these
non-9,9 practices can be eradicated. More importantly, in terms of the process, the
cognitive material becomes the basis for the conflict which is the fuel of Grid training.
It is less important that participants understand the five Grid styles than that they
Leadership as the responsibility of all team members and not simply the formal leader
Consensus-based decisions as the ideal decision process outcomes
Diversity of views/ideas as an asset and not as something to be avoided
Creativity and experimentation
Trust as an essential ingredient to teamwork
Synergy - the team together can outperform any one individual
Feedback as a vital ingredient to individual and team performance
Participation of team members in decision-making based on their ability to contribute
to the quality of a decision or their stake in the outcome of the decision
Excellence as the only acceptable standard
Conclusions
By interpreting leadership as a form of culture, a new conception of leadership
emerges: Leadership as the management of influence processes. The Managerial
Grid model offers a model of leadership which is consistent with this new conception.
In an era of "cross-functional teams", "learning organizations" and "continuous quality
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