The Metaplan Approach

We broaden economic perspectives to include sociological and cultural ones

New concepts are needed in order to change established structures and processes. One shouldn’t be surprised by resistance. Structures are tenacious. In order to get ahead, we include many elements in the discussion. Among them is the economic perspective, but the themes addressed reach far beyond it. We broaden the perspectives to include power relations, tenacious organizational structures and cultural strengths, upon which feasibility and acceptance depend.

We make tenacious structures visible:

• The abilities of individuals as well as those of units ensure a reputation and influence that people want to maintain. We bring into the discussion which abilities and competencies will be needed in the future, and which ones will become obsolete.
• Experiences and dogmas make it simpler to decide when a situation is urgent or if not enough information is available. They are a hindrance when new possibilities for action occur only if these dogmas and experiences are changed.
• We pay attention to written and unwritten rules. They stabilize the organization in which they are partly practiced and partly infringed upon. However, they can also keep decision-making processes and possibilities for action from being updated.
• The management account-rendering and controlling systems preserve the organization. While they contribute to order, they can also block the view onto other possibilities for action.
• Principles and moral values circulate throughout the organization. Not all of them can be maintained when met with new challenges. They close themselves off to change.

We bring power relations into the discussion:

• We examine conflicts of interest between units, functions and people of great influence, and we discuss the power plays that are created by these conflicts.
• One would hope that only common goals determine action. However, units have an understanding related to their specific profession, and therefore follow their own strategies.
• We consider the status structure as it is experienced in the organization. Participants who use their status can either encourage or block new ways of thinking.
• Ways in which financial and personal resources can be accessed are another expression of power relations.
• We bring gratification systems into the discussion. These determine what should be recognized and rewarded as well as what should not be rewarded, or even penalized.

Power is a part of organizations.