A colleague passed along to me a link to an article in the February, 2008 Performance Xpress, “All Crossed-Up in Cross-Functional Relationships: Learning Matrix Management Skills” by William R. Daniels. I read the article with interest since I have recently published a book on matrix management http://www.greenwoodpress.com. Daniels points out that, “The key management concepts you have to learn become the basic assumptions of the organizational culture…However, learning to manage in a highly matrixed organization cannot be taught simply as a set of concepts. The concepts have to be expressed in behaviors, specifically the behaviors required for good group work…The organization design comes down to getting the right people to talk to each other about the right things at the right time. It is the sort of learning objective that is perfect for the use of an action-learning simulation!”

The article is on target by pointing out that a successful implementation of matrices in an organization depends on the acceptance of the culture. I also agree that training in general and action learning in specific should be part of the process. However, Daniel asserts that, “In fact, the only way to even think about a …. matrixed organization is to think of it as a system of meetings.” By providing an appropriate simulation, He believes that people will begin to collaborate at a high level, and employ problem solving in place of competition and conflict for resources.

I have not had the opportunity to experience the simulation, since Daniels has packaged the simulation and sells it as a workshop – and there’s nothing wrong with that. But the approach seems a lot like treating the symptoms of a rash without addressing the cause. Most companies today are adopting matrix forms in an attempt to be more responsive to changes and pressures in the global economy. These emergent matrix forms need to be supported and nurtured. However, they first must be integrated with the existing culture. This requires a far more sophisticated change management initiative than what is suggested in the article. The business landscape of the last 20 years is littered with the corpses of failed attempts to impose matrix structures on an entrenched and reluctant culture.