Nick said,
>>"It is far from clear that 'each part of the organization doing what is
>>right for itself' is a bad thing. I think Stuart Kauffman, in "At Home In
>>the Universe" describes the idea of "patches" as a way for an organization
>>to adapt efficiently to a fitness landscape. Each group ("patch") does
>>what it sees as best for itself, while at the same time watching to see
>>what works for others. When a patch finds a good solution, it changes the
>>problem faced by neighbors..."
Let me try some examples. What if the product development department
decides to postpone final decisions on new products until it is too late
for the logistics and inventory departments to get goods into stock? The
inventory dept gets the blame, but has no control over improvement. The
company clearly does not benefit.
How about if one dept is so effective at getting the best managers to join
their ranks that other depts experience a drain of the most talented
people? Certainly the company does not benefit from having low talent
people in the less successful organizations.
These are not theoretical. i have observed them.
--Rol Fessenden
Learning-org -- Hosted by Rick Karash <rkarash@karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>