The way we structure our organizations has enormous impacts on our sensemaking potential. Structure determines both the scope of the field that people can scan as well as the sensitivity people have to detect important indicators of change. Highly centralized structures make it harder for organizations to identify critical factors before they become run-a-way crises. On the other hand, flat-organizations don't have enough structure to amplify subtle but vital cues coming in from different directions.
Research in organizational sensemaking tells us that highly reliable organizations should be closely coupled at local scales but loosely coupled at larger scales. This represents a powerful formula for generating states of alertness, clarity, and action at local levels and states of interpretation, sensemaking and integration at larger strategic levels.
The invisible and impossible future for some is the obvious and inevitable reality for others.
Don't let outdated organizational structures handicap your potential for sensing future potentials that others cannot imagine.
They didn't even know what they had
Steve Jobs impression while touring Bell Labs. He would eventually go on to establish PIXAR based on unrecognized innovations he had been shown during his walk-through there.
In a world of increasing access to data, knowledge, resources, collaborative enterprise, and technological innovation, there will always be some people tracking data sets that managers don’t see, some people tossing around ideas that managers think are impossible, some people playing around in creative spaces that catalyze imaginative thinking, some people experimenting with their friends in a co-working studio or a backyard garage…
— B.R. Our Future at Work
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