Role Ambiguity: The Slow Poison of Matrix Organisations
Role ambiguity, the slow poison of matrix organisations — what the studies show, and what they do not.
The Research
Rizzo, House & Lirtzman (1970, Administrative Science Quarterly) link role ambiguity to tension and dissatisfaction.
The Limitation
An older study in an industrial context.
The Nuance
In a matrix organisation, ambiguity is compounded: two lines of roles can contradict each other. (our executive and employee training programmes)
A Practical Implication, Testable in Basel
Ask each employee working in a matrix organisation to write down who decides what on matters concerning them, and clarify the grey areas. To go further: explore the Complex Management training in Basel in the canton of Basel-Stadt, or browse our executive and employee training programmes in Switzerland.
In pictures: Complex Management in Basel
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