Defining and clarifying the nature, issues and impact of the traditional organisation.
Every industry is rethinking its place and purpose in the world; i.e. away from a profit at all costs approach towards something more purpose-driven and holistically prosperous. But there is a complic...
Just as authority is not a problem simply because it gives someone decision making power, management is not a problem simply because of the structure. The problem is we have built it on a set of assum...
Hierarchies are not intrinsically bad. Hierarchies were enormously successful during the 20th Century when we needed to organise mass human effort and their negative characteristics weren't able to in...
Control is key Deliberate or otherwise, all organisations are built on an ideology. Rarely thought about and almost never examined, these ideologies, these sets of beliefs - these assumptions - set th...
What do we mean by status quo? We mean the prevailing norm and idea of our time. We mean the typical characteristics born of an ingrained, unchallenged orthodoxy about how we run organisations. It is ...
The current management model exists within a workplace structure which asks leadership to use control as a means to achieve objectives. It may not be a conscious choice: to “control” workers, but that...
Hierarchical organisations during the 20th Century were fabulously successful at delivering globally scaled “mass benefits”, from medical care to regulation. This success led to the default assumption...
The status quo pursues a set of organisational norms that pull an organisation in a different, if not the opposite, direction to where they should be going, including: Efficiency at the cost of adapta...
Hierarchy isn’t inherently bad. The issue is that, whilst bringing (a form of) order, it can fuel human weakness, including the misuse of power, ego and pride. These, in turn, can drive petty politics...