Template:M intro design org chart: Difference between revisions
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The firm’s real business is done only when its gears are engaged, and that means its on-the-ground personnel communicate with those who are ''outside'' their hierarchy. The business unit is a gear: what matters is what happens ''when it is engaged''. | The firm’s real business is done only when its gears are engaged, and that means its on-the-ground personnel communicate with those who are ''outside'' their hierarchy. The business unit is a gear: what matters is what happens ''when it is engaged''. | ||
Reporting lines are a bad static map of the firm, configured in the abstract, ''when it is at rest''. That is, ''before it does anything''. This is how the machine works ''when it is idling''. | |||
Reporting lines | |||
[[Org chart]]s: the plan you have ''[[Complex system|before]]'' [[Complex system|you get punched in the mouth]]. | [[Org chart]]s: the plan you have ''[[Complex system|before]]'' [[Complex system|you get punched in the mouth]]. | ||
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These are ''[[informal]]'' interactions. They are not well-documented, nor from above, well-understood. They are hard to see. They are [[legible|illegible]]. | These are ''[[informal]]'' interactions. They are not well-documented, nor from above, well-understood. They are hard to see. They are [[legible|illegible]]. | ||
Yet, everyone who has worked in a large organisation knows that there are a small number of key people | Yet, everyone who has worked in a large organisation knows that there are a small number of key people — the [[Dan Grades]] of the world — usually not occupying senior roles (they are too busy getting things done for that) who keep the whole place running. These “super-nodes” know histories, have networks, intuitively understand how the organisation really works, what you have to do and who you have to speak to to get things done. These are the [[ad hoc]] mechanics who keep the the eighteen-wheeler on the road. | ||
Often management won’t have much idea who these “super-nodes” are, precisely because they do not derive their significance from their ''formal status'', but from their ''in''formal ''function''. They earn this reputation daily, interaction by interaction. | Often management won’t have much idea who these “super-nodes” are, precisely because they do not derive their significance from their ''formal status'', but from their ''in''formal ''function''. They earn this reputation daily, interaction by interaction. | ||
A bottom-up map of functional interactions would disregard the artificial cascade of formal ''authority'' in favour of informal ''credibility''. It would reveal the organisation as a point-to-point multi-nodal network, far richer than the flimsy frame indicated by the org chart. With modern data analytics, it would not even be hard to do: Log the firm’s communication records for data to see where those communications go: who chats with whom? who calls whom? Who emails whom? What is the informal structure of the firm? Who are the major nodes? | A bottom-up map of functional interactions would disregard the artificial cascade of formal ''authority'' in favour of informal ''credibility''. It would reveal the organisation as a point-to-point multi-nodal network, far richer than the flimsy frame indicated by the org chart. With modern data analytics, it would not even be hard to do: Log the firm’s communication records for data to see where those communications go: who chats with whom? who calls whom? Who emails whom? What is the informal structure of the firm? Who are the major nodes? | ||
===Modernism vs. agilism=== | ===Modernism vs. agilism=== | ||