Emptiness and Space in Orgs LO5889

Dr. Ivan Blanco (BLANCO@BU4090.BARRY.EDU)
Wed, 28 Feb 1996 12:04:22 -0500 (EST)

Replying to LO5737 --

> From: Inflow@eworld.com
> Date: Tue, 20 Feb 1996 00:15:43 -0800
> In LO5718 [was Bosses vs. Leaders] Tobin wrote...
> > Great image, Ginger. It brings to mind the verse from the Tao Te Ching
> > which goes something like this.
> >
> > Thirty spokes surround the hub.
> > It is the space in the center which makes it useful.
> > Mold clay into a vessel,
> > From its emptiness comes its utility.
> > Cut a window and a door in a wall,
> > Their openness is the source of their value.
> >
> > Therefore, it is by the existence of things that we profit,
> > And by the emptiness of things that we are served.
> Maybe this is another reason why it is important to understand and manage
> the 'white space' on the organization chart. As most of us know this
> 'space' is not empty -- it holds the key to how the organization really
> works... and learns.
> Thanks for this 'picture of emptiness' Tobin... it is very powerful, and
> generating a cascade of of ideas.
> Valdis Krebs

In fact, the empty space might really be the richest source of information
of how the organization REALLY functions. That's where all of the
"informal interaction" takes place. For instance, we pay a whole lot of
attention to the formal socialization process the organization develops
for those entering the firm, or experiencing significant job changes. But
we generally ignore the the continuous, life-long socialization process
that takes place from the day the employees enters the organization until
the day he/she leaves. The constant orientation, training and development
the employee receives from every one else who "knows how things are really
done here" is a pretty much overlooked process in most places!


  R. IVAN BLANCO, Ph.D.                        Voice 305 899-3515
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