设计原则不是努力使功能以同步的方式工作，而是能够理解和识别继承冲突、对它们进行计划，并帮助创建一个结构，以便为组织的开发完全捕获这些冲突。假设，如果销售强行遵循官僚会计和法律规定，而这些规定又不能发挥相应的作用，那么整个组织就必须为此付出代价。因此，在没有任何限制的情况下，销售必须能够正常运作，并且它们也承担了无法正常运作的账户的负担(Eden & Ackermann, 2013)。同时，会计和法律必须集中，因为如果存在法律责任和资本损失，组织的业务将面临风险。为了使结构对业务具有建设性，它必须消除继承冲突。只有任命和在其中运作的人是应得的，并遵守他们的任务和工作，才能使结构牢固。每个功能都需要执行一组活动。这些活动可以评价为表达PSIU(生产者稳定剂创新者联合者)的要求。当工作要求与个人的风格和经验紧密一致时，证据本身就站得住脚。假设在价值和愿景矩阵中有一个头号团队领导者，那么性能就是最优的。
在市场份额的竞争中，由于所感知到的资源和时间的约束，组织往往会犯风格与功能不匹配的错误(Bettis et al.， 2015)。这可以用一个例子来很好地解释，假设一个组织失去了销售部门的副总裁，他也有PSIU的风格。管理团队的信念是,雇佣一个新的副总裁是危险的和费时,因此他们认为移动账户经理在销售部门副总裁的位置,提供销售计划是基于高级专员公署,希望它能激励他作为一个销售人员。现在的问题是，它会带来成功吗?答案是否定的，因为新任命的员工的性质不允许他寻找新的销售机会。任命的性质是获取组织的账目(Swayne, Duncan & Ginter, 2012)。因此，销售和客户经理也会受到影响。将人员放置在错误的位置会导致组织的失败，强烈建议尽快搜索并找到合适的候选人，他将是合适的职位的合适人选(Hill, Jones & Schilling, 2014)。
Instead of making efforts for enabling the functions to act in a synchronized manner, the principle of design enables to understand and recognize the inherit conflicts, plans over them and helps in creating a structure that tries to capture it completely for the development of the organization. Suppose, if sales forcibly follows the bureaucratic accounting and legalities that cannot play accordingly, then the whole organization has to suffer for this. Thus, without the prevalence of any restrictions, sales must be able to function properly and they also take up the burden of accounts that are not functioning properly (Eden & Ackermann, 2013). Simultaneously, centralization of accounting and legal must be done because if there is existence of legal liability and loss of capital, the business of the organization will be at risk. In order to make the structure constructive for the business, it will have to strike off the inherit conflicts.The structure can only be made sturdy if the people appointed and operating in it are well deserved and comply with their tasks and job. A group of activities are required to be performed for every function. Such activities can be evaluated as expressing the requirements of PSIU (Producer Stabilizer Innovator Unifier). The evidence itself stands up, when there is close alignment among the requirement of job and the style and experience of an individual. On assuming a number one team leader in the matrix of values and vision, then the performance is said to be optimum.
In the competition of market share, the organizations tend to make mistakes for mis-fitting the styles with the functions because of the constraints put over the resources and time perceived (Bettis et al., 2015). This can be well explained with an example by imagining an organization that as lost its vice president in the sales department who is also having the PSIU style. The belief of the management team is that hiring a new VP is risky and time consuming, therefore they considered moving the accounts manager to the position of VP in the sales department and provided sales plans that are based on high-commission with a hope that it will motivate him as a sales person. Now the question arises is that will it yield success? The answer is no as the nature of the newly appointed does not allow him to look for new sales. The nature of the appointed is to harvest the accounts of the organization (Swayne, Duncan & Ginter, 2012). As a result of which the sales along with the account manager will suffer also. Placing of people in a misaligned way will result in failure for the organization, and it is highly recommended to search and find the rightful candidate as soon as possible who will be the right fit for the right post (Hill, Jones & Schilling, 2014).