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The ‘Unwritten Rules’ concepts

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Since the mid-1980s, a set of widely applied concepts used to reveal the hidden inner workings of organizations and society have commonly been referred to as ‘Unwritten Rules’.[1][2][3][4] Devised by Peter Scott-Morgan[5][6][7] (and popularized by a best-selling business book in 1994 called The Unwritten Rules of the Game),[8] these concepts have been used as the theoretical framework for a variety of academic research projects across different countries,[9][10][11] and are cited in numerous academic papers,[12][13][14][15] scholarly books,[16][17] as well as specialist postings on the internet.[18][19][20] A professor at London Business School writes that in 1985 she became intrigued by these ideas when she first met Scott-Morgan "who at that time was beginning to develop a process which he called 'the unwritten rules of the game'."[21] This usage of the term ‘unwritten rules’ has been incorporated into a range of management thinking[22][3][4] and is also highlighted in various business books[23][21][24][25][26] as well as business-related posts on the internet.[27][28][29] In addition, several management consultancies apply Unwritten Rules concepts.[30][31][5][2][32][33]The international management consultancy Arthur D. Little has revealed that from the mid-1990s conducting an Unwritten Rules assignment became something of a rite of passage amongst its 3000 consultants – on the theory that “once you’ve fed [the sensitive results] back to a CEO … and survived … then you can do anything.”[34] There are numerous accounts of organizations that have applied Unwritten Rules methodologies, such as Citibank,[35] Daimler-Benz,[36] Hewlett-Packard,[12] Lloyds TSB,[15] the UK National Health Service,[37] Philips Consumer Electronics,[32] and the Argentinian national oil company YPF.[38]. The former-head of Process Review at British Petroleum has published that in 1992 his corporation's "search for best practice in the consulting world led to my meeting Peter Scott-Morgan and learning of his insights into understanding – and changing – the Unwritten Rules of the Game."[39] He then describes how BP tested, and became convinced of, the validity of Scott-Morgan's technique and went on to apply it in several major operating centers. There are specific accounts of its early use at BP's Wytch Farm oilfield.[24][39]

  1. ^ "Strategic Denial: Unwritten Rules and Wishful Thinking", Global Strategies Project Commentaries from Encyclopedia of World Problems and Human Potential, Union of International Associations.
  2. ^ a b Haserot, Phyllis Weiss. "How to Change Unwritten Rules", Practice Development Counsel website, from original article in The New York Law Journal, 25 May 1999.
  3. ^ a b "Culture Matters", Bridge the Gap Between "Knowing" and "Doing", p. 3. Deloitte, 2011.
  4. ^ a b "What Makes an Organization Effective?", p. 3, Points of View, Avocet Organizational Performance Inc.
  5. ^ a b Capek, Frank "Why Customer Experience Initiatives Fail?, Customer Innovations website, 31 October 2007.
  6. ^ Dr. Peter Scott-Morgan. Speaker Profiles. Celebrity Speakers website.
  7. ^ The Hidden Logic of Business Performance. Boardroom Imperative, The Concours Group, 2004.
  8. ^ Scott-Morgan, Peter (1994). The Unwritten Rules of the Game: Master Them, Shatter Them, and Break Through the Barriers to Organizational Change. McGraw Hill. ISBN 0-07-057075-2
  9. ^ McGovern, Patrick (1995) "Learning from the Gurus: Managers' Responses to The Unwritten rules of the Game, Business Strategy Review, Volume 6, Issue 3, pp. 13-25. 23 September 1995.
  10. ^ Background Boudewijns & Roemen Groep corporate website
  11. ^ Sharpe, Jason et al. (2011) "Re-engineering Unwritten Rules: An Ethnographic Study of an Intra-Organizational Ecology", Centre for Facilities Management Development, Sheffield Hallam University.
  12. ^ a b McGovern, Patrick et al. (1997) "Human Resource Management On the Line? Human Resource Management Journal, Volume 7, Issue 4, pp. 12-29, July 1997.
  13. ^ Springer, Jon (2003) "Shifting the Unwritten Rules of Organizational Behavior The Systems Thinker, Volume 14, Number 3, pp. 6-7. Pegasus Communications, April 2003.
  14. ^ Price, Ilfryn (1995) "Organisational Memetics?: Organisational Learning as a Selection Process" Management Learning, Volume 26, Number 3, pp. 299-318.
  15. ^ a b Gratton, Lynda et al. "Linking Individual Performance to Business Strategy: The People Process Model" Human Resource Management, Volume 38, Number 1, pp. 17-31, Spring 1999.
  16. ^ Cross, Robert et al. (2004). The Hidden Power of Social Networks: Understanding How Work Really Gets Done in Organizations. Harvard Business Review Press. ISBN 978 1591392705
  17. ^ Flood, Patrick et al. (Eds.) (2000). Managing Strategy Implementation. Wiley-Blackwell. ISBN 978 0631217673
  18. ^ Bellinger, Gene. "The Unwritten Rules: The Way Things Really Work" Systems Thinking website, posted 2004.
  19. ^ Managing People Exam, Section A, Question 2, Chartered Institute of Personnel and Development, 4 May 2005.
  20. ^ Herold, Max. "Companies by Neurological Levels" Integrated SocioPsychology website, 28 September 2002.
  21. ^ a b Gratton, Lynda (2000). Living Strategy: Putting People at the Heart of Corporate Purpose, p. 48. Prentice Hall. ISBN 0 273 65015 7
  22. ^ "Strategic Denial: Unwritten Rules and Wishful Thinking", Global Strategies Project Commentaries from Encyclopedia of World Problems and Human Potential, Union of International Associations.
  23. ^ De Flander, Jeroen (2010). "About the Experts", Strategy Execution Heroes: Business Strategy Implementation and Strategic Management Demystified, p. viii. The Performance Factory. ISBN 978 908148731 3
  24. ^ a b Price, If et al. (1998). Shifting the Patterns: Breaching the Memetic Codes of Corporate Performance, pp. 84-91. Management Books 2000. ISBN 1 85252 253 4
  25. ^ Floyd, Chris (1997). Managing Technology for Corporate Success, pp. 197-8 and 223. Gower. ISBN 0 566 07991 7
  26. ^ Erickson, Tamara (2008). Plugged In: The Generation Y Guide to Thriving at Work, pp. 240-3. Harvard Business School Press. ISBN 978 1422120606
  27. ^ Boulton, Charles. "Knowing the Unwritten Rules Can Improve Service Delivery and Cut Costs", PublicNet website about management and the public sector, 26 March 2010.
  28. ^ "Cryptonomics" Experience Mind website, 31 October 2007.
  29. ^ Christie, Lisa. "Unwritten Rules Determine Behavior", Creative Leadership Coaching website, 27 April 2008.
  30. ^ "Driving Safety Culture: Identification of Leadership Qualities for Effective Safety Management", Final Report to Maritime and Coastguard Agency, Arthur D. Little, October 2004.
  31. ^ "Understanding the unwritten rules of the game" The People Side of Risk Intelligence: Aligning Talent and Risk Management, p.17, Risk Intelligence Series, Issue 18. Deloitte, 2010.
  32. ^ a b Camrass, Roger"Big Change – Beware the Unwritten Rules!", Business Leaders CIO Blog, 4 August 2011
  33. ^ "About delta 5", delta 5 Dutch consulting services website.
  34. ^ Eagar, Rick (2006). "A brief history of Arthur D Little" Prism / 120 years of Arthur D. Little p. 34. Arthur D. Little.
  35. ^ Gratton, Lynda et al. (1999). Strategic Human Resource Management: Corporate Rhetoric and Human Reality, Acknowledgements section. Oxford University Press. ISBN 978 0198782032
  36. ^ Bergmann, Karin (1998). "Knowledge Management at Daimler-Benz's Passenger-Car Division, Prism, Issue 2, 1998. Arthur D. Little.
  37. ^ Clark, Liz (1999). "Multi-Skilling for Success", Facilities, Volume 17, Issue 7/8, pp. 272-9.
  38. ^ Ross, Christopher (1994). "Recreating the Argentine National Oil Company: A Paradigm for Privatisation" Prism, Issue 2, 1994. Arthur D. Little
  39. ^ a b Price, Ifryn (1993). "Aligning People and Processes During Business-Focused Change in BP Exploration", Prism, Issue 4, 1993. Arthur D. Little
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