managerial paradox, the

"Words that are strictly true seem to be paradoxical."
Lao-Tse

The organization is there for the benefit of the employees and yet it is not. The organization has to respond to the market needs. Usually an entrepreneur does not start an organization for the benefit of his employees. He needs them as helpers, but they will only be able helpers if they also fully realize the objectives to be met. What matters in this case is the awareness of the employees of this paradox. Only then will synthesis be achieved. A synthesis of what the organization can offer in answer to the needs of the market and the needs of the people. Organizations must as such be seen as tools and be adapted to the needs of the situation thus enabling the employees to function adequately. The challenge must be consciously perceived by the employees and management's role is to guide the awareness of its staff and take adequate measures to ensure proper reaction to the market needs.. and this requires leadership skills.

"We have created trouble for ourselves in organizations by confusing control with order."    
"The things we fear most in organizations -- fluctuations, disturbances, imbalances --
are the primary sources of creativity."   
 Margaret J. Wheatley

If approached in this way the employees are both activators and agents, who can act competently because the organization fits their needs and potentialities. Or in other words only then the sum total of the individuals' efforts will be more than the sum of EACH individual's effort. The challenge thus perceived will individually be responded to by means of individual development, by which the organization can only benefit.
Only if the need for individual development is fully recognized, by both the individual and management, will the organization be a really effective tool in meeting the market's demands. The perceiver becomes the perceived and will respond as best as he can.
If the result is failure the employee reacts as if he is obstructed in his own development and will realize when and where the organization helped or obstructed him. Obstacles will be pointed out by individuals, who make these obstacles known to management. This in fact is the main purpose of the quality circles: guiding the perception of the employees as to their individual contribution to the whole. The production process is concentrated on, quality is obtained by not dealing with it. Every part in the process adds to quality, but the Quality cannot be directly approached!! Management has to respond to the needs of its resources, viz. human beings, suppliers and market. It is management's task to offer balanced solutions, which will only be accepted by the employees, if these are fully aware of the why and wherefore of the concessions to be made.
Concessions are only accepted by human beings if they have perceived the need themselves. Outsider's advice (i.e. consultants) often is not accepted, exactly for this reason.
Learning to live with this paradox and educating people as to its existence will benefit all involved. The purpose therefore must not be to remove the paradox, which in itself is impossible, but to perceive and accept it. And then to act accordingly.

To lead the people, follow them. (Lao Tzu)