Thursday, April 16, 2009

The curse of the command structure

This concept is the reason for this blog.

The basic insight I want people to look at and discuss is that all large organisations are built around a pyramid shaped power or command structure, but command structures are NOT communication networks. Discuss? Hey, prove it wrong if you can!

"Hierarchy of authority" is a more fluffy way of saying command structure. This means that each person in the organisation officially reports to just one direct superior but that each person above the very base level may have one or more people who report to him or her. This is true of armies, monasteries, government agencies, commercial and industrial firms and corporations, and educational institutions. "Old news" you might say, but "hierarchy of authority" misses the deep problem.

The deep problem is that communication - I mean real communication - is a two-way process, and bureaucratic command structures do NOT function well, if at all, as channels for the two way, equal to equal, interchange which is essential for real communication to occur.

3 comments:

  1. I agree but what can be done about it? There has been a lot of thought given to this in the 20th century - e.g.Freire on education and Foucault on institutional power structure - but their basic premises are lost even on those who quote them.
    I believe we to get more balance - a shift from the current pervasive individualism towards a moderate collectivism.
    We have surged ahead in communication technology and, although many are crying foul,it still may provide some of the answers as the oppressed are given the means to voice opinions.

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  2. Yes Gaye, I agree - particularly with the liberating effect or communication technology coming into the hands of ever increasing numbers of people.

    The way I see it, communication takes place in networks and is mostly a two-way process between individuals. [I started a rave about this on my website, but I don't think anybody looks at that.] It was Paulo Freire who first really helped me to understand about the creative nature of communication. But it also took years of reading up on modern ideas, research and discussions about brains, mind, and consciousness for me to really appreciate the underlying processes.

    I think the key point is that communication is a process of learning and all learning involves the brain creating - that is "constructing" - the new concepts and awareness. A person providing new information or skills to another, cannot know if the other has understood or really learned the new behaviour unless she tests the learner's knowledge. Likewise the learner cannot know if she has really got the point or process unless she tests the provider for agreement.

    As far as I can see this is always true.

    So my proposal - "my answer" - for the gigantic problem posed by the dysfunction of command structures and the stressful disempowerment they cause is *networks*. Bureaucratic command structures are intrinsically destructive of human values unless spontaneous and largely autonomous networking is not only allowed but encouraged.
    Mark Peaty aka xodarap

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  3. "... intrinsically destructive of human values..." means the same as "soul destroying".

    This does not refer to anything supernatural of course, just that the imposition of authoritarian control suppresses empathy and deprives workers of autonomy. However both of these are needed for creative problem solving and the maintenance of self respect. Authoritarian command structures naturally predispose their employees/officers to act like this which results in the organisation evolving into a dysfunctional mode. This becomes self-perpetuating unless conscious efforts to counteract it are made by everybody in the organisation. The word 'toxic' aptly describes what it can fell like under such a regime.

    It ought to be fairly obvious that successful self-repair or 'healing' of an organisation can only occur if enough people acknowledge the truth of what has been happening. Those in the highest positions of an organisation need to take the lead in telling the truth, and in Plain English too! Unfortunately tyrant solipsism can make it almost impossible for high level honchos to recognise the truth about their part of the organisation. Certainly, the Sausage Factory suffers from this problem, particularly in relation to customer queries about where their particular sausage meat contributions have got to and whether or not they will get any of it back. The problem can become like the proverbial "Elephant in the room" which nobody wants to talk about but which is gradually squashing everybody to death.

    Karl Popper and Norman D Dixon have provided a theoretical framework for understanding the underlying logic of authoritarian dysfunction. What a pity that nobody in The Sausage Factory has heard of either of them! [So much for the promises of the 21Century.]

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