Organizational misalignment can also occur when an organization purposefully realigns itself to face disruption head-on. In the following two examples the organizations shifted from the middle line to the bottom line to reduce costs and structure potential layoffs.

Example 1: Public Agency

An economic downturn can be particularly difficult for small towns that are dependent upon tourists for tax revenue. In this world-famous resort city, the city council, city manager, and department heads had worked together for years and had become a very strong team.

They were clearly a middle line organization in every aspect. Most employees were long term and considered each other as members of one big family. Though everyone tried to maintain a positive attitude as the hospitality industry continued to decline, it soon became evident that the current level of staffing would have to be reduced.

Department heads and members of the city council went into the community to explain the situation and gain support for public service reductions. The city manager developed a plan to become a bottom-line organization, at least while they dealt with the current budget shortfall.

For the first time in the city’s history, staffing was reduced. Those who lost their jobs were provided with assistance in locating new jobs in the community. It was a very painful experience, but it was handled as graciously as one could hope under the circumstances.

When asked how he felt afterwards the city manager said: “It was like telling his four children that he could only afford to keep three. So, one of them would have to find another family.”

Example 2: Medical Group

A group of physicians opened a truly unique medical facility. It was not only the first such endeavor, but also the largest facility of its kind in the world. The founders were determined to build a top line organization that would have a world-class reputation for medical excellence, state-of-the-art technology, and unsurpassed diagnostic services.

Unfortunately, competition started drawing patients away and they were forced to downsize twice, eventually cutting the workforce almost in half. Without question, the owners shifted to the middle line first in an attempt to keep the “family together” because they truly cared about their employees. That reengineering effort kept them afloat for another six months.

But the situation worsened, and they were forced to shift to the bottom line in order to survive. A transition specialist was brought in to help the staff cope with the stress of losing 25% of their family during the first reduction. Six months later, the specialist was called in to help minimize the disruption when the second lay off impacted another 15% of staff.

The organization was held together by sheer determination and the employees’ desire to remain a top-line medical service provider. They still kept one eye on the bottom line but are slowly moving toward the middle line again.

Making Adjustments

Most employees draw their sense of purpose, meaning, and value from their job. So, the first place to look for signs of misalignment is in the workplace. Feeling displaced, rejected, and disillusioned are typical indications that something is amiss.

Once these symptoms are recognized, steps can be taken to counter the consequences by engaging in the (GAP) process referenced earlier. Pulling people together to discuss the situation can reduce their anxiety and help those most impacted make the appropriate adjustments.