Why do we create organisations? LO15968

Ed Brenegar (edb3@email.msn.com)
Mon, 24 Nov 1997 07:18:53 -0000

Replying to LO15934 --

Simon,
Thanks for your response. But I have a couple of questions that will
clarify for me what you have said.

You wrote:
"Structure is evil- it causes all of the problems of
social exclusion we see in society and all of the problems within
organizations such as politics and so on because it prevents or
significantly hinders the ability for an individual to learn, collaborate,
interact and share. These later things are the instincts, to varying
degrees, of all of us."

Can you see any redeeming value in structure, or is ALL structure evil?
Or are you referring to the people who create structure? I'm not sure how
structure is evil. Evil suggests to me choice and volition. We can
choose between good and evil. How does structure do this? Is it not the
case that the evil in human beings use structure to exclude and hinder?
Is it not the case that structure is really a reflection of our own hearts
and minds? And that structure which "hinders the ability for an
individual to learn, collaborate, interact and share" is the result of
peoples' inability to learn, collaborate, interact and share expressed in
the structures which they create.

Let me ask this in another way. Pardon me if I misstate your position,
but it seems that based on your postings and the material on your website,
that you believe that less structure/organization is better because the
inhibiting factors are removed. I have certain sympathies with that view.
But it seems to be that all too often the real inhibiting factors are not
the structures, but the social traditions which encase themselves around
structures like barnacles on a boat. I think this is what Senge gets at
with mental models. My question is what structure is necessary for humans
to learn, collaborate, interact and share with one another in a business
context? Of course, I am assuming that some structure is needed.

It seems to be that the problem is not the evil nature of structure, but a
mechanistic view of human relations within structure. This gets at the
"human resources" question which the list has been discussing. If we
viewed organizations as if they were schools for learning and achievement,
it would change how we relate to one another. While the learning
organization idea has great power to suggest how things might be, it is
another thing to do it. And my sense is that it isn't a problem of
structure primarily, but of leadership. If leaders value individuals
learning, collaborating, interacting and sharing within their
organizations, then they will ensure that the structure provides for
opportunities. I'm not saying that it would be easy to accomplish or that
the company would even measure up to how it is performing presently. But
I do believe that it would make for a better structure. I don't think
this happens because of the conflict over the definition of success and
accountability for organizations. There is systemic evil in structures
and systems, but it is there because of the evil which lurks in our
hearts. And that is where we have to face it. If not, then anarchy is
the answer, and that isn't a solution.

I think this is an important and valuable discussion. I appreciate your
candor and thoughtfulness. And I look forward to hearing more from you.

Ed Brenegar
Leadership Resources
edb3@msn.com

-- 

"Ed Brenegar" <edb3@email.msn.com>

Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>