Emergence (steven johnson) p222-3
MANAGEMENT ASÂ FEEDBACK FOR ADAPTIVENESS
…”emergent systems can be brilliant innovators, and they tend to be more adaptable to sudden change than more rigid hierarchical models” “
A number of companies…have experimented with neural-net-like organisational structures…building a more cellular, distributed network of small units”
“units can assemble into larger clusters if they need to, and those clusters have the power to set their own objectives. The role of senior management grows less important in these models
-less concerned with establishing a direction for the company, and more involved with encouraging the clusters that generate the best ideas”
“the vision for the company’s future comes from below, out of the ever-shifting alliances of smaller groups. Senior management simply provides a feedback mechanism-in the form of bonuses, options, or increased resources-ensuring that the most productive clusters thrive”
- as long as this does not encourage knowledge hoarding between clusters, as they are competing for resources
- but i feel this will increase coordination between clusters as they are more aware of the happenings in their respective clusters
- this is also more autonomous and optimal use of knowledgeworkers as they will gravitate to the jobs they like and are good at (also good for morale and employee retention)
- if goals between clusters are clashing i guess this is where management step in as the negative feedback mechanism
