Organizational Development: A Manual for Managers and ... - FPDL

Coherence comes directly from both freedom and interdependence. Where no elemental freedom
exists – there is no opportunity for correlated behaviour. Each element is just how it is. Where
interdependence does not exist – there is similarly no possibility for correlation. Each element does
not see and does not need to see or feel others, and does whatever it wants on its own. Elements
interact in this case also, but casually, and such an interaction causes a causal effect. In such
systems, elements may be kept together only by some third external force. The dissipation of
energy is increased, and thermal ‘death’ is the most probable outcome.
Structure
Which components comprise the system and how they are linked together is determined by a
structure (in Greek, this term means ‘constitution, layout, order’). The structure defines a type of
entity to which the system belongs. A football team is something different than an IT department,
although both may comprise the same people.
It is also logical to talk about the structure of processes, or the dynamic structure of an
organization. In contrast to the static structure that usually defines formal subordination in work
relations, the dynamic structure defines how elements interact in a common process and generate
a certain common result.
The necessary result of interaction might define the kind of structure needed to achieve the
particular result. The optimal group for a good party is usually expected to be different in content
and internal relations than for example a rescue team.
Any physically existing system has a structure, and only one - whether anyone knows this structure
or not. But, any particular kind of structure may be realized in a variety of different systems that
each might have the same principal constitution. Similar systems, with similar structures, may
possess similar features, while remaining different subjects. Take military subdivisions, or typical
departments, which are organized by the same regulations from either the ministry or the corporate
centrer. They may have similar positions, number of staff, and principal regulations; some would
say they have the same structure. Still, they are only formally ‘the same’. In fact, they are different.
And each individual entity would demonstrate - alongside with common features which are
determined by the typical structure - some specific features that belong to this unique creation
only.
The correlation of behaviours of interrelated components means that their independence is limited
and bounded by acceptable patterns of coordinated actions. These patterns depend on results that
are expected to be achieved. In this way, the destiny of an organization determines the structure of
the organization.
13