Hierarchy Vs. Authority

This morning while taking a walk, I witnessed one of the security guards in our building trying to prevent a hired car driver from driving on the wrong side. The resident sitting inside the car was arguing on behalf of the driver rather than telling him to follow the rules. While it would have been just a matter of seconds for the car to have reversed and drive through the designated path, much time and energy was expended in this exchange. Clearly, it was not an issue of time or convenience!  What was at stake here was a conflict between two strong principles namely, hierarchy and authority. The security guard  had the authority to regulate traffic movement inside the building complex but since he was seen as lower in status hierarchy, his authority was not acceptable to the resident sitting in the car.

This conflict between hierarchy and authority is played out on almost a daily basis in virtually all spheres of our personal and professional lives. This particular incident reminded me of a paper which Gouranga Chattopadhyay and I had written several decades back. Our central hypothesis was that the concept of hierarchy present in almost all modern organisations creates the breeding ground for incompetence and invisible waste. It is seen as a necessary requirement for exercising authority but in fact, it is one of the biggest impediments to exercise of meaningful authority .

Authority is a structural arrangement whereby certain decision making rights are delegated to a role-holder for effective task performance. In the incident described earlier, the right to regulate traffic movement has been delegated to the security guard and his relative hierarchical status is of no consequence. Hierarchy on the other hand is a relative construct- it places individuals/groups on a scale of lowest to highest on the basis of a criteria. For example, in the Indian caste system the criteria deployed is of purity vs. pollution. The caste groups considered as the purest are placed at the top and those considered as most polluted are placed at the bottom. In another society, economic status may be the primary criteria of hierarchical ordering, but the essence of any hierarchy is the notion of lowest to highest and an assumed superiority of the higher over the lower.

Serious problems arise when this notion of higher/lower is applied to authority which is essentially a task based construct. One of the damaging implications is the assumption that the authority which rests with any role holder also rests with his/her so called superior or boss. The absurdity of such a notion becomes obvious if we imagine a school where the principal has the authority to overturn the decisions of a teacher in respect of his/her pupil or a hospital  where the CEO has the authority to overturn the decision of a medical specialist. Nonetheless, expressions like “higher authority” are freely used by many people in spite of the fact that the concept of higher or lower can not be applied to distribution of authority.

Another deadly implication of this confusion between hierarchy and authority is that status differentials become a pre-requisite for exercise of authority. The individuals concerned start believing that authority becomes legitimate only when it is exercised by a person who is supposedly “higher” over a person who is supposedly “lower”.In other words, the belief is that authority only flows downwards and never upwards or laterally. Consequently accepting the authority of someone gets equated with accepting his/her higher hierarchical status. It is therefore not surprising that most people are over-cautious in exercising authority over someone who they regard as higher or equal and blatantly callous when dealing with someone who they regard as lower.

The end result of this confusion is that many bosses happily usurp the authority of their subordinates and many subordinates happily “delegate” their authority to their bosses- taking their decisions more on the basis of what they believe their boss wants rather than their own judgement. Needless to say, in such a scenario no real accountability can exist. The real decision maker (i.e. the boss) has no structural legitimacy and the the person who has signed on the dotted line (i.e. the subordinate) has no psychological ownership of the decision.

Meaningful exercise of authority has two main elements

-sanctity of role and structure, and

-requisite competence.

For any structure to work effectively it is important that the authority delegated to a role holder is commensurate with the responsibilities/accountabilities and  that the relevant information is available to the role holder for effective decision making. However, when hierarchy enters into the picture, this scenario changes.  The role holder  tends to delegate his/her authority upward as mentioned earlier. Thus it is not uncommon for bureaucrats to delegate their authority to their political bosses and for even elected political leaders to delegate their authority to their “high commands”. In such situations, authority is exercised not by the relevant role holder but by  someone else who may neither have the relevant information nor the associated responsibility/accountability. Thus, the structural/role sanctity gets compromised through creation of extra-constitutional centres of power and consequent disempowering of the legitimate role holders.

Every effective system needs to work continuously on upgrading the skills and competencies of its role holders. The most important source of this is feedback from the operating levels like the shop floor or the market place. When hierarchy enters the picture,people at lower levels tend to hold back their real thoughts and feelings lest they offend those who are higher than them.  Similarly people at the higher levels run the risk of not paying adequate attention to the messages coming from below.  In absence of authentic feedback it becomes extremely difficult for people to work at their own incompetencies. Interestingly,  higher the person is in hierarchy, the more difficult it becomes for him/her to upgrade his/her competence. I recall some time back I had asked a senior manager of a company about their experience with a prestigious consulting firm. His response was very telling- ” What the consultants told us is what our shop floor supervisors have been saying for years, but having paid millions to the consultants, we had no choice but to listen”. When hierarchy is confused with authority, no negative feedback flows from “lower” to “higher” levels, and the system as a whole can never work on its incompetencies.

It may seem that hierarchy can be helpful in at least upgrading of competence at lower levels because “negative feedback” can be more easily given from a higher level. However this is rarely the case. More often than not people at lower levels dismiss this feedback and attribute it to non-appreciation of the ground realities by their seniors. I recall, once  I and another colleague were working with a group of middle managers in a supposedly professional company. Throughout the day the group kept telling us as to how little their seniors understood the ground realities. In the evening we had invited some of their seniors for a joint session. However, the group preferred to just listen to their seniors (and mentally dismiss it) rather than express their own thoughts and feelings. All our invitations and attempts to facilitate a dialogue were ignored by both sides. The end result was that what could have been a significant learning experience became a meaningless ritual.

While confusion between hierarchy and authority is a widely prevalent phenomenon, cultures with high power distance (like India) are particularly susceptible to it, because it keeps getting reinforced on almost daily basis. Often this reinforcement is so subtle and seemingly inconsequential  that we don’t even notice it. Take for example, a fairly common expectation that a person of lower status hierarchy  than ourselves must behave in a polite and courteous manner or should be the first to greet/salute us OR our own difficulty in being direct and forthright with someone who we regard as higher in status hierarchy. Over a period of time, these seemingly inconsequential ways become part of us and become “par for the course” What we witness at the organisational and macro-social level are merely more dramatic and magnified versions of the same themes.

Thus any attempt to delink hierarchy from authority must begin with greater consciousness about how it plays out in our day to day life; and how we engage with people who we regard as lower or higher than ourselves in status hierarchy. Honouring and gracing the authority of a security guard or a maid servant may seem like a small matter but it can have profound impact on liberating authority from the clutches of hierarchy .It may also help us to learn to exercise our own authority without getting caught with the issue of our relative hierarchical status vis.a vis. the other person.

 

Delegation without Empowerment

Delegation and Empowerment are related but separate constructs. Delegation is a structural arrangement whereby certain tasks and requisite authority to accomplish them is entrusted to somebody. It generally pertains to a position/role and is not person specific. The terms of delegation are usually spelt out in specific tangible details e.g. the financial limits of expenditure etc.On the other hand, Empowerment is fuzzy and intangible. It is more a state of being, wherein the individual feels that he/she can chose/act in a way that he/she deems fit, that his/her feelings/thoughts/views etc. matter, that he/she is an important part of the system and can therefore exercise some influence over it.

It seems reasonable to assume that Delegation should lead to Empowerment, but it is not always so. Often individuals/groups may have the structural authority to make choices, but do not feel empowered to do so. Thus a group of elected MLA’s may have the authority to elect their leader but de-facto their choice is dictated by the “high command”. Similarly, representation of women in elected bodies like Gram Panchayat, is supposed to empower them but in practice they may act as proxies on behalf of their male relatives. Such gaps between Structural authority and experience of empowerment is a fairly common phenomenon in virtually all spheres of life.

The corporate world is no exception. Here also it is not unusual to find people who do not feel empowered in spite of having the requisite delegation of authority for their role. A selection committee may be delegated the authority to chose the right person, but its actual decision making may be based on factors other than its own judgement. Similarly, many managers may feel it “safe” to sound their superior(s) before exercising their own delegated authority. Such phenomenon are not restricted to lower/middle levels but are all pervasive and can be witnessed at the very top also. A colleague once narrated  an experience about how a certain note on a fairly routine matter sent by him to the president of a large  company came back with a comment “let us take management approval”.

Our research covering more than 3000 Indian managers indicates that there is a strong feeling among them of their organisations not being sufficiently empowering. To look at this through the lens of structural delegation may not be very meaningful and in fact may be counter productive. Delegation without empowerment diffuses accountability. While theoretically, the person who has been delegated can be held accountable, the concerned person rarely has the complete psychological ownership of the decision. From the person’s point of view the decision is not really his/her though he/she may have signed on the dotted line.On the other hand, the person(s) who may actually be responsible, have no formal role in the decision making process and hence can not be held accountable.

Thus engagement with issues of Empowerment necessarily entails going beyond issues of structure and looking at the emotive dimension. The emotive dimension is closely linked to the prevalent culture and its salience. In the Indian context, issues of Empowerment are strongly impacted by two inter-related themes

  • The relationship matrix and its ambience, and
  • Quality of ownership of the System

For most Indian managers the feeling of empowerment is intimately linked to the quality of their relationship with significant others particularly their boss. If they believe that they enjoy the support and good will of their boss and other significant people, they feel empowered. On the other hand, if they do not enjoy such support, they do not feel empowered irrespective of the structural authority delegated to them.In fact, in such situations, often their exercise of delegated authority becomes tentative and hence more of a curse than a boon. Needless to say, there are people who can feel empowered in a non-supportive setting, but they are exceptions rather than the rule. While relationship with the boss is the most significant element, it is by no means the only one. In fact excessive closeness with the boss can alienate the individual from his/her peer group causing a need to perpetually look behind one’s back. Simply put, it is not just one relationship but an entire matrix in which the individual places himself/herself. It is the ambience of this container which determines the nature of empowerment that can flourish.

Exercise of power inevitably carries the risk of transgressing boundaries. Consequently, a sense of legitimacy is integral to feeling empowered. In the Indian context, this legitimacy is largely derived from “ownership of the system”. There are two aspects of ownership-

  • Sense of belonging and commitment to the System (I belong to the System) and
  • Claim over the System and consequent presumption of right to act on its behalf (System belongs to me).

Traditionally, the former has come quite naturally to Indians because a significant part of our identity stems from our belonging system. Thus “I belong to the System” is a statement which many Indians can make with relative ease. However, the situation in respect of the second aspect is quite complex. The claim/right over the System tends to be defined in absolute terms of “all or none”.Consequently, either the person says that the System does not belong to me and I am a mere “servant” OR that I am the “master” and hence have complete power over the System. Thus it is not surprising that irrespective of their formal structure, many Indian organisations operate essentially as a “collation of fiefdoms”. In this scenario the only person who can feel empowered is the “Chief”. However, the empowerment of the Chief is also restricted to his/her own fiefdom, beyond which he/she feels as disempowered as anyone else.

The complexity of present day organisations requires considerable co-holding (both of tasks and responsibilities as well as power and authority), hence ability to co-hold becomes a prerequisite for empowerment. In my experience of working with individuals and organisations, I find a strong co-relation between the individual’s ability to co-hold with the extent of empowerment which he/she experiences. I am using the term co-holding not just in the sense of collaboration, but also as an emotive link where there is a feeling of being together in something.

To sum up, meaningful engagement with issues of Empowerment requires going beyond structural arrangements like delegation of authorities, appointment of committees etc. They have to address the emotive dimension as well. In the Indian context, it would mean-

  • Building a container of emotional infrastructure in which empowerment can flourish, and
  • Creating a strong sense of collective ownership which would give legitimacy to the individual to act on behalf of the System.