Good question! Would also be very interested to know names of organizations
with decentralized organic structures.


On Thu, Apr 30, 2009 at 7:52 AM, Alan Cox <[email protected]> wrote:

> I have been doing some thinking about how design decisions get made,
> both at my company and at others.  For the most part, we have a
> hybrid (somewhat centralized, somewhat not) authority for making
> design decisions: there is one team responsible for them all, but the
> team members are assigned to other cross-functional teams.
>
> I've been doing some brainstorming about whether it would be
> appropriate to have a much more decentralized decision authority for
> design decisions.  I have reasons for exploring whether a
> decentralized decision authority makes sense.
>
> It seems like a decentralized authority comes hand-in-hand with other
> aspects of an organic organizational structure. An organic structure
> gives things like increased collaboration, more adaptable duties, low
> formalization of processes, and increased communication in multiple
> directions (e.g. not just down the organization chart).  (I got this
> information from Stephen Robbins' "Organizational Behavior" ... a
> great book.)
>
> I'm interested in an organic structure because Robbins argues that
> such a structure is more conducive to supporting a strategy of
> innovation and for dealing with non-routine, ill-defined work, which
> in my experience, defines design work well.
>
> If you made it this far, I have some questions I hope you can help
> with:
>
> If you've worked in an organization that decentralized design
> decisions, what worked well and what didn't?
>
> What did you (or your organization do) to make the organic structure
> successful?
>
> What challenges did you face in the organic structure, and what did
> you do to manage those challenges?
>
> Thanks!
> Alan
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-- 
Raminder Oberoi
[email protected]
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