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

conscious) activity as separate from those of their elements. It could thus happen that new barriers, installed
to do away with the constant turmoil in the station, once in a night disappear in a mysterious way.”
Well, the self-organizing structure that is built by the dynamic and interaction of a multitude of
elements in a state of chaos is not the same as a structure of organization or subdivision as
described in formal regulations – organizational charts or instructions. That does not mean such
structure does not exist in an organization. Physiological processes in employers’ bodies are also
not described in instructions or formal regulations – that does not mean they do not exist. As long
as everything is okay with these physiological processes, nobody notices them, but if something
goes wrong – then these processes will require serious attention.
Naturally originating relations and systems of relations within an organization exist as a fact of a
life. These relations are not necessarily ‘purely private; they may concern work relations and be
directly linked to the formal tasks and processes in organization.
Formal relations are matters of a virtual nature. They exist as the dream of a bureaucrat and as a
legislative framework, and create a certain precondition for corresponding ‘real’ relations to appear.
In the total sum of essential relations that build up in an organization and determine its emergent
features, formal relations - or relations that correspond to formal regulations - are always just a
part. The proportion may be different – from a totally voluntary self-established semi-chaotic
structure (that rarely exist for a long time, but instead tend to institutionalize into formal regulations)
to an almost totally regulated harsh structure. We say ‘almost’ because it is not possible to totally
eliminate all other relations between humans within an organization.
Which proportion is the right one? It depends on circumstances. If an organization is intended to
operate in a simple and totally predictable environment – then rigid structure with a limited number
of simple pre-determined responses may be most effective. But when unpredictability and chaos
play an important role in an organization’s life – then rigid structure will not permit adequate
response to each new situation at each new moment. The response cannot be ‘pre-installed’ any
longer – it should be found by the organization itself. Then self-organizing processes and
structures should be employed. That is why synergetics has recently become so popular.
New paradigms
Previous theories, which could give more or less acceptable explanations for the behaviour of
‘machine type’ organizations in a stable environment, proved to be hopeless in a new ‘turbulent’
world. Neil Glass describes that change in the following way:
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