1. RIGIDITY
AND
LACK OF RESPONSIVENESS

3. DEFINITION: RIGIDITY
1.firm and stiff: not bending or easily moved into a
different shape or position
2. inflexible: applied or carried out strictly, with no
allowances or exceptions
“ a rigid set of rules”
3. refusing to change: unwilling to change or adapt
behavior, opinions, or attitudes
“ Despite arguments to the contrary, she remained
rigid in her stand”

4. LACK OF RESPONSIVENESS
* A behavior resulted from rigidity.
*An outcome from a rigid
thought, rigid principles, etc.
*
Insensitive, indifferent, passive, u
ncaring, cold, unsympathetic, po
ker-

5. INTRODUCTION
. ABOUT SELF: REFUSED PROMOTIONS DUE
A
TO A RIGID PRINCIPLE:
“NO POSITION, LESS RESPONSIBILITIES, LESS
PRESSURES, LESS PROBLEMS, LESS STRESS
AND NO ACCOUNTABILITIES.”
B. ABOUT A FORMER SET OF EXECOM:
* SENIOR CITIZENS
* RESISTANT TO CHANGE
* SLUGGISH TO NEW IDEAS, INFORMATION
ESP. TO NEW TECHNOLOGIES.
C. STORY OF DEAN DELA CRUZ

6. POSSIBLE REASONS OF RIGIDITY AND LACK OF
RESPONSIVENESS
A. From the abstract on Rigidity and behavior: 100
years of research of Schultz P. Wesley and
Searleman Alan, that rigidity is curvilinear related
to age, positively related to authoritarianism
(particularly under stressful situations), and
negatively related to intelligence.

7. • B. According to Lynne Namka, Ed.
D. ©2002 in her article entitled:
The "I Need To Be Right" Way of
Thinking,
These are the characteristics of a
person having rigidity of thought:

8. • An insatiable need to be right which
masks a deep fear of being wrong
• A high need to expect others to see
it your way
• An inability to say, "I don't know."
and "I was wrong.“
• Feeling threatened when new ideas
come from other people

9. • Fear of hearing new information
that threatens your beliefs
• Fear of letting go; need to be in
control of self at all times
• Preoccupation with winning
approval from others
• The need to always be seen as
tough, powerful and strong

10. • Pride at always being rational and logical
• Uncomfortable with expressing sensitive
feelings
• Shame and fear of being vulnerable and
insecure
• Fear and severe discomfort about having bad
feelings
• Believe that others who disagree with you are
wrong and should "just get over it“
• Use charm, anger, withdrawal or blaming to
settle arguments

11. CAN YOU THINK OF PEOPLE
IN YOUR INSITUTION WHO
ACQUIRE THOSE
CHARACTERISTICS? ARE
THEY YOUR
ADMINISTRATORS?
COLLEAGUES?

12. Fear
Fear
is the major dynamic
is the major dynamic
operating in this
operating in this
condition.
condition.

13. Sigmund Freud called this
dynamic
"omnipotence of thought.“
He considered it a
psychological defense to
avoid inner anxiety and a
sense of becoming
fragmented when there is
disagreement.

14. C. The existence of the
Bureaucratic
organization in the
educational system.

15. THE BUREAUCRATIC MODEL REVISITED
A review of the performance of
the bureaucratic organization
clearly shows that it
perpetuates permanence
through an administrative
system built to promote order
and stability.

16. Here are its common characteristics as
mentioned by Weber:
1. Fixed and official jurisdictional areas.
2. An office hierarchy and levels of
graded authority that perpetuates a
firmly ordered system of supervision
in which there is a supervision of the
lower offices by higher ones.

17. 3. Management based upon
written documents which are
preserved in their original or
draft form – the files.
4. Specialized office management
that usually supposes expert
training.

18. 5. Official activity that demands
the full working capacity of the
official irrespective of the fact
that his obligatory time in the
bureau may be firmly
delimited.
6. Management that follows
general rules.

19. All these could easily lead to order and
stability, that is, structurally, since
administrative positions are placed in the
different levels of the structure. However,
in due, time, predictably enough,
“bureaupathology” will set in which
according to Walton has the following
recognizable symptoms: resistance to
change, strong attachment to subgoals,
routinization, impersonality, insecurity
reflected in the need to control, and
quantitative compliance.

20. Alternatives Always Unpleasant

21. THE IMPERATIVE NEED FOR
DYNAMISM
An educational organization cannot afford to
feel like a contented cow or remain
bureaucratic for many reasons, the major ones
of which are the following:
First, knowledge has demonstrated through time
that it is forever increasing by leaps and
bounds.

22. Second, the educational
organization must
simply have to move
fast enough in pursuit
of that increasing
knowledge.

23. Third, competition has become
stiffer and more pronounced
as ever not only among
graduates of the same
class, among graduates of
different classes but also
among professions.

24. Fourth, the competition of
one organization against
another has become so
pronounced that most of
those who are involved are
already talking of “survival
strategies”.

26. A . Most educational
institutions prefer young,
smart, qualified and
dynamic teachers who
will be trained and become
the future leaders and
administrators.

27. B. Ways to Break into Rigid
Thinking and Get a Happier Life!
Being willing to own the behavior and then
forgive yourself for doing it will boost you to a
higher level of consciousness. Breaking into
rigidity will give you an increase in personal
power. Instead of having power over others,
you develop a power over yourself. This is real
Self-esteem!

28. • Being inflexible can continue because you have
not known how to break the pattern or you do
not want to give up being in control. Ask
yourself these questions:
• "Do I want to be right or do I want to be
happy?
• Do I want to get my way or do I want to feel
closeness with others?
• Am I willing to balance my logical, left brain
with my intuitive, feeling right brain to make
me a well-rounded person?"

29. C. Organizational
Structure Design for
Dynamism

30. The educational organization must
fuse the merits of bureaucratic
and adhocratic models to make
the whole organization itself
adaptive.
That while there should be order
and stability in the administrative
system as a merit of the
bureaucratic design

31. in order to pursue planned
program/project objectives and
organizational goal, there
should at the same time be a
built-in capability for flexibility
and change as a merit of
adhocracy to meet the
challenges of development.

32. How will this statement of principle
apply?
First, the administrative
system structure
should conform to the
structure of objectives.

33. Second, an operational
mechanism should be
installed in the
administrative system
structure to bring about
that desired flexibility and
change.

34. Third, policies should be
formulated and adopted that
would guide the
administrative system to
decide and to act in
accordance with the
complementation of both
models.

35. FIGURE 3. FUSION OF THE
BUREAUCRATIC AND ADHOCRATIC
STRUCTURE –
TOWARDS AN ADAPTIVE
STRUCTURE MODEL

36. Figure 3 illustrates the fusion of bureaucracy and
adhocracy in an administrative system
structure. The bureaucratic substructure is
represented by the top, middle and lower
boxes as they are connected to each other on
the one hand, and to the bureaucratic
substructure on the other, by broken lines
which in the aggregate may be called the
adhocratic line of authority. This whole
arrangement or mechanism is an alternative
design to bring about that desired flexibility
and change.

37. IN OPERATIONAL TERMS, X OR Y, MAY BE
REPRESENTED BY A TEAM OF EXPERT
MANAGERS OR SPECIALISTS FROM EITHER THE
TOP, MIDDLE OR LOWER LEVELS OF THE
STRUCTURE, OR IT CAN BE REPRESENTED BY
OMBUDSMEN OR ASSISTANTS WHOSE MAJOR
TASKS WOULD BE TO REINFORCE WEAK
ADMINISTRATORS OR UNITE SO THAT PLANNED
OBJECTIVES WILL CONTINUE TO BE PURSUED
WHILE MEETING THE CHALLENGES OF
DEVELOPMENT.

38. MODEL A
X TOP
Y
MIDDLE
LOWER

39. In model A, the adhocratic substructure is
lodged in if not based on the top
administrative level. This implies that
flexibility and change if desired will be
instituted by the top administrative level
when organizational dilemmas occur and
no solution is at hand. That the adhocratic
substructure is lodged if not based on top
management also implies that the middle
and lower administrative levels

40. or a part therein are basically weak and
always look up to the top for solution
even for their own problems. On the
other hand, if the middle and lower
administrative levels are strong and
can be depended upon, then the
adhocratic can be made to confine
itself to the study of development
problems, beyond what existing
programs and projects are presently
pursuing.

41. MODEL B
TOP
X MIDDLE
Y
LOWER

42. In model B, the adhocratic substructure is
lodged in if not based on the middle level.
This implies that flexibility and change if
desired will be instituted by the middle
administrative level when organizational
dilemmas occur in that level and below it
and no solution is at hand. That the
adhocratic substructure is lodged in if not
based on this level also implies that the
lower administrative level

43. is basically weak and always look up to the
middle for answers to their own
problems. More than these
implications, the following suggestions
are clear: first, that the middle has good
relationships with the former and the
second, that the top does not believe in
centralized authority to solve problems
where these can be taken care of by the
middle.

44. MODEL C
TOP
MIDDLE
X LOWER Y

45. Model C, the adhocratic
substructure is lodged in if not
based from the lower
administrative level. Its
implication follow the logic of
analysis in Models A and B and as
they apply to this particular level
and in relation to the top and
middle levels.

46. CASE OF DEAN DELA CRUZ
The Case illustrates that unless there
is no provision for flexibility and
change in the organization, Dean
dela Cruz and hundreds like him will
have to stay in their posts for
another three years while the
organization suffers.

47. If model A, however, is there,
top administration can easily
send X or Y (may be
represented by a manager
and/or his team) to reinforce
Dean Dela Cruz without the
latter feeling that his position
has been usurped,

48. because the move is a built-in
mechanism of the organization
structure design. In this particular
case, the adhocratic substructure is
reinforcing the weak bureaucratic
substructure. Flexibility and change
are introduced without necessarily
destroying order and stability which
the bureaucratic substructure
represents.