In mainstream thinking an organization is thought of as the pooling together of knowledge, skills, capabilities and strength between three or more persons which employs primary resources and activities to meet the needs of their market. The basic pillars on which every organization relies are: vision & strategy; knowledge & communication; processes, structure & systems; and control.
Most organizations are more or less designed as and into a certain hierarchical structure of layers or levels, complying to a set of design principles and rules. Typically, every level reports to the next, higher level. Business units on such a level are directed by a manager and controlled by officials like auditors, controllers and members of higher management. Managers, auditors and controllers are objective observers of the business processes.
Being in charge is being in control. To this end, managers communicate internal information about their performances and communicate external information about e.g. the market, all to ' above '. Information is created, send, received, and stored, and becomes knowledge when internalized by the organization. This communication process is a sender-receiver process. Despite that organizations suffer from the unpredictability of their environment - the turbulent outside world – strategy and plans are made on the basis of received and stored information on which forecasts are build.
Knowledge is used to prevent the invention of the wheel all over again, for continuous improvement of the organization’s performance and to increase the adaptability of the organization. Knowledge management involves storing, sharing and updating knowledge of individuals and of the organization as a whole.
Business units are distinguishable components, together they form the whole ' the organization'. Therefore, the organization is distinguishable from other organizations, in the sense that the organization has a boundary. In many change projects the renewed company-vision is disseminated, new structures are designed and people are trained to exert new behavior.
In my opinion, this is roughly the prevailing management-paradigm.
Problems lies in these basic pillars. If you would take a closer look to how people interact with each other, you might see other processes going on. So, I would like to introduce a ' new ' paradigm:
Incidentally, I do not claim that the old paradigm - the organization as a complex system - is not useful in its entirety, or that there may be no benefit to gain for an organization. As long as the organization itself is not confused with the systems used …
I can imagine some explanation is desired. This will be provided in due time. Please, do not hesitate to express your thoughts and comment on my post.
Change cannot be planned, but interventions can. We assist organizations in their development towards a sustainable adaptive organization by means of (self-) research as an intervention method. To...