Our purposes are clear, tasks are determined. For work, comrades!
N. Hrushev

In order to establish an effectively managed company, we often have to decide what we mean by such notions as aims of activities and tasks to be solved. I would like to mention one more factor – that is the notion of problem. I think everyone would agree that it is at least silly to have an aim, which is not supposed to solve a certain problem. If it seems to you that your aim does not imply any problem (or problems), you are wrong. It just means that you have not yet determined the problem, which your aim is meant for. 
 
So, let us determine what we mean by aim. But before giving any definitions, we should understand that there are certain actions and result of these actions, which means that our actions presuppose certain results. If we prepare cement and put breaks, we are likely to get a new house as the result. We should also consider that any result is characterized by probability factor. For example, if we build a house using schemes, we will get a certain building (corresponding to the schemes used) with a high probability degree. However, if we set a bungalow on a desert island using all we can find around, it is highly probable that the bungalow will be quite different from modern cottages. Let me explain why I mention probability here. It is quite simple; the matter is that the definitions of these notions are based on probability estimations allocated in time.
 
The notions chain looks as follows: "problem -> aim -> task". Does not it remind you a circulation of management decisions? I suppose you would agree that it is better to represent the chain in the following way: "problem -> aim -> task -> result -> problem -> aim -> task -> result -> ..." So, imagine that we have built a very nice house, but the smell from the kitchen starts to get into the bedroom due to the wrong allocation of the kitchen. Thus, we get a problem of kitchen smells getting into the bedroom, and our aim now is to solve it. We divide the aim into sub aims: we shall reconstruct the kitchen and ventilation system and try to keep the safety of the house, as well as its interior design and conveniences. In order to achieve our sub aims we have to set a complex of the following tasks: to change the house project taking into consideration our new preferences, to work out a modernization project and a complex of measures, to derive a certain amount of money for reconstruction from the family budget, to find subcontractors, to decide in what hotel your family will live during the reconstruction. And finally we shall start to carry out these tasks.
 
Aim - is a complex of measures, and their result is represented as indistinct multitude. I mean that we can expect results with a certain probability, which is far from being absolute.



There is nothing complicated about it. Imagine that we have the new project prepared and the total sum calculated, but we do not have enough money for the reconstruction. Or it can be even worse: having analyzed the situation, an architect suggests a total reconstruction of the house. Thus, we expect certain results; however there may be a lot of uncertain moments, which can influence the results. For example, it can turn out that the best way out is to build a new kitchen as a separate room attached to the house and to use the former kitchen space for a winter garden or something else, though initially we did not expect such result.

Task represents a complex of measures whose result is defined as a distinct multitude. Task can be managed either fully or partially or not managed at all. However, the results can be predicted with almost an absolute probability.



Actually, you may either calculate the total sum or not, moreover the total sum can be either full or not (for example, we find ourselves in an awkward situation, when the amount that we have derived from the family budget appears to be insufficient). This example is another demonstration of the circulation of activities organization. Now that we have managed the task, we have got the problem of money lack, and consequently the aim to find the sufficient resources. So, in order to achieve the aim we set the following tasks: to take a credit in a bank and to find a part-time job. Here again several variations are possible: the bank has given the credit or refused it, or it has given less or more money than required. In the latter case we are lucky, as the bank has supplied more than we needed. Imagine that we have also managed to save some money due to new cheaper materials used for the roof covering. Thus, now we see that the result is always more or less predictable. We have successfully solved our problem and bought a fine home theater for the money we saved.

Construction of scheme of aims and tasks is one of the weak points in business. I do not yet mention problems consciously. Quite often they are understood intuitively and do not require to be solved. There can be certain situations when a problem has not yet appeared explicitly and our actions are based on intuition. Sometimes it can be better to conceal the problem from your colleagues so that it did not break normal working rhythm of the company or provoke a parallel structure, which is even worse.  I would like to mention one more characteristics of a problem – it can be hypothetic. Imagine that we have to increase labor productivity so that the future inflation did not affect our standard of living. However, the problems scheme is developed according to the principles, which are used for creation of aims and tasks trees. 

The scheme is based on the principle of decomposition of one essence on its constituent parts.  It is important to note that aims and tasks require the creation of separate trees, which will get interrelated further on, while the tree of aims remains the primary one. One should not mix them up; otherwise it can lead to serious mistakes. It is important to understand that in certain situations you may use tasks from different branches of aims achievement. At the same time, there can be certain situations when one task can be used to achieve various aims. Only in this case we can confirm the existence of effective system of decision-making.


Trying to create such schemes with management structure already existing in the company is another silly mistake we usually make. Imagine, that I have decided to involve my wife, a professional gynecologist, in the reconstruction project... Is not it silly? Then why do not we suppose the same to be silly for the company? Further on, the schemes get pulled on the existing management structure like a model. I would like to stress the fact of their pulling on. Here again the tree of aims is primary, though it is the tasks pattern, which gets pulled on. When creating a tree of aims, the company's structure is used to determine subaims for certain company's divisions. You may object saying that you do not have the necessary experts. I will answer that I have hired an architect for the house reconstruction, a gardener to keep my garden neat and signed a contract with an electricity provider to keep my house lighted. Here rises a question of net cost of achieving the aim. It is impossible to adequately estimate the net cost without good schemes of both aims and tasks.
 
It is important to apply principle of sufficiency when creating the schemes of aims and tasks.  I mean that the problem should be set as precisely as it is necessary for its solution to meet our expectations. There is nothing to be afraid of, as it is all simple. Everyone can possibly solve one and the same problem and achieve different results. Try looking out of the window on your way home from work to see how many different buildings people have established. What building would you construct or what house would you like to live in? Why do you need to create a detailed tree of aims and tasks? The more detailed approach you choose to solve your problem, the more expected results you will get. However, you should remember that the tree of human decisions has an explicitly fractal structure. I mean that the main decision is derived from many similar decisions, and a very strong decomposition can lead to absurd results. Just imagine, that I plan what roaches will inhabit my house and their movement routes. Now you are smiling - you understand me. You should not lead the situation to absurdity. Imagine the director of a large company controlling the yard keeper's work in the yard of company's representative office. Though it is possible, just think of the possible price of such solution. However, there are no general recommendations. I think that the main thing is to apply your common sense, and I wish you good luck and victory in the struggle with the trees of aims and tasks of your company. You should not get embarrassed by the fact that in the future some aims of your company will seem just small tasks. It is just the way it should be. Today any school pupil can offer you a right and effective solution for the problem, which you did not even know how to get to yesterday. So, a properly created tree of aims and tasks guarantees the progress and prosperity of your company.

Last modified: 24.02.2003
Translation by Elena Polyanskaya