The Dependent Organisation by Peter Wilkinson
Author:Peter Wilkinson [Wilkinson, Peter]
Language: eng
Format: epub
ISBN: 9781785450174
Publisher: Brown Dog Books
Linkages and the Dependent Organisation
These linkages, at the interpersonal interface, can be firm or loose, which is determined by the relationships (the objectives of the organisation will determine the nature of the relationship) between employees at any given time. Therefore, linkages will become firmer or looser in real time, aided by the Newtonian nature of the organisational amniotic fluid. Linkages can also disconnect, but due to the nature of the fluidity of the organisation they can very quickly be reconnected.
In Handy’s model the interstices of the net are where the power and influence are located but these are not factors that we need to dwell on when making reference to the Dependent Organisation. People know who’s in charge and the focus of the interstices or the interpersonal interface is knowledge and expertise that is shared, devolved and used in an altruistic manner towards the well-being of the organisation, and thus indirectly to the employees who work within it.
The three-dimensional quality of the organisation, as shown in the diagram below, enables employees to adjust their proximity to each other when they are connected, as well as when they are not connected. This will further support the formal and informal communication process, as employees are able to maintain a presence even when they are not directly communicating with another individual. From time to time in organisations people are asked to complete isolated tasks where linkages will be absent, but we are of course social animals and the employee still needs to be in close proximity to other members of the team to support their value and contribution needs.
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