> I would like to hear from others what you think she means by that. What
> I understand her to say is reengineering is just a continuation of the
> old way of organizing companies through rigid, imposed structures that
> limit and contain the human potential - it's just that reengineering
> reduces the amount of that same old structure.
Here is the issue as I see it, IMHO. Being an executive in a company
is probably the worst job one can have-I've been there. (You are
always in a double bind situation in everything you do.) In an
informal discussion (over beer) with some CEO's of companies a few
weeks ago, the subject of why we do it came up. It was kind of a funny
conversation. No one had any qualms about admitting that it was ego-no
one. Then the subject of control (in the context that folks with big
egos are controlling personalities,) came up. Everyone admitted that
they had personal problems with having to be in control, (in business,
marriage, etc.) One admitted that he thought he had a personality like
Attila the Hun. (Honest, that is what he said.) The subject of how to
exercise control then came up. Everyone agreed again (which my be the
first time in history that a group of CEO's has ever agreed on
anything,) that it was through structure. My epistemology is an
ardent anti-structuralist, and I have always had a lot of trouble
reconciling this POV in the executive community. So, I said that I
didn't think all of this structure was really necessary. It was a
blasphemous statement (probably not one of my more politically
expedient statements, at that.) They looked at me like I was an idiot,
or something.
So, my point is that if it was not for ego, one would not want to be
"in charge" of the actions of others. So, anyone who is in charge will
have a big ego, with a controlling personality, and thus be a
structuralist.
Just a personal observation.
> Meg's approach to the design of the organization, as I understand it,
> would be to completely throw out the rigid structures, give people
> local autonomy to think, create, and act, and provide overall
> organization identity and coherence through clear missions, visions,
> and principles (fractals).
Geoffrey, could you elaborate on your choice of the word "fractals."
John
--John Conover, 631 Lamont Ct., Campbell, CA., 95008, USA. VOX 408.370.2688, FAX 408.379.9602 john@johncon.com