The role analysis process was created by Dr. Irving Borwick.
The objective is to understand how one takes up a role within the organisation and the system; and how one may more effectively take up this role.
It is assumed that a person’s understanding of his role directly influences that person’s behaviour in the organisation. Therefore, if a person can learn to understand his role in the overall system, he can understand his actual behaviour as a product of his present role.
Consequently, if a manager is able to more accurately gauge what his role should be, then such an enhanced understanding would lead directly to a change in behaviour, consistent with his new understanding of his role.
For role analysis it is important to examine a concrete problem or issues that this person actually is working on. The examination of real life problems provides for the understanding of how one actually takes up one’s role.
The challenge or the problem should be:
- Currently unresolved
- A challenge directly affecting the person presenting the case and not someone else’s problem
- A ‘people’s’ problem (as against technical or mechanical problems)
- A challenge, the outcome of which is important
- Referring to specific examples
Note: The aim of the role analysis is not to solve the problem, but to understand the ways we take up our roles in the system. During role analysis it is important to know there is a difference between a symptom and a problem.
Duration: 1.5 – 4 hours