# Direct and Derivative By:: [[Ross Jackson]] 2024-01-06 Organizations sometimes make a distinction between line and staff functions. This distinction is helpful but may be too abstract for some organizations. A more straightforward distinction would be between direct and derivative functions. Direct functions are essential for the organization's mission. Derivative functions exist to support the organization in executing its direct functions. Distinguishing between the two groups would be relatively simple if the human ego didn't get in the way. At the core of this issue is that people equate derivative with inferior. Derivative functions can add value to the organization. Many organizations exist to bring in resources, provide output, and make improvements. Functions directly linked to those functions are direct. Functions that exist to enable those functions are derivative. Functions like human resources and analytics are derivative functions. Few would argue that human resources and analytics are unimportant. They are important. But those functions only exist to hire, reward, or sanction employees to support the mission or to analyze operations and find opportunities for improvements and efficiencies. If the organization didn't have direct functions, there would be no reason for the human resources or analytics departments. Within derivative functions, people are committed to departmental goals. These goals can be highly admirable and beneficial. People in charge of these departments should measure and manage the progress of these goals. Senior members of the organization should be aware of these goals and the progress being made on them, but their attention is finite. The senior-level focus should be given to accomplishing strategic goals associated with direct functions. Knowing how the organization is doing regarding its income, resources, and execution matters more. Again, because of the frailty of the human ego and the centrality bias, people have a hard time accepting this. Because of childish understandings of fairness, many senior executives have difficulty doing this. Those who can do so gain clarity and focus—those who can't muddle through. #### Related Items [[Function]] [[Work]] [[Organization]] [[Goals]] [[Ego]] [[Executives]] [[Business]]