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But, as you suggest later in the post, we have shifted into a new economy where we don’t know at the outset of some new activity who are the best people to get involved, how the project will proceed, or what the risks are. And the industrial era organization is principally a hindrance, not a support. Could you sketch out the alternative?
An industrial-era approach pervades our current policies — we still largely think of our organizations as giant machines and the people within them as cogs. This metaphor is comforting for leaders, in that a machine, however intricate, is ultimately understandable. It can be constructed, deconstructed, and refit with interchangeable parts until it is humming. Most of us largely intuit on our own, the magic happens when the right combination of people come together in teams and work environments. Perhaps you’ve been lucky enough to be part of one of those teams. Unfortunately, those productive and motivating experiencing are usually fleeting, and all too often, they come to an end at the hands of the organization that was benefiting from the team’s high performance. How did your high performing team disband? At the close of a project? A reorganization?