Abstract
This chapter focuses on the adaptation processes within the system functions as one of the key elements to restore the holistic perspective in an organization (called the “right wing” of an organization). Using the example of a jazz band, it explores the factors that lead to a successful mutual adaptation between the corporate functions. It discusses the need for formal rules and processes as well as the role of culture, circumspection, spatial, and temporal structures in the inner-systemic adaptation processes.
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Notes
- 1.
We purposely use the term “design.” The popular image of rules is that they need to be commanded. This obfuscates that the most important and intricate part of a rule is its design. It must create as few as possible exceptions, and yet should help people to alter their behavior and not require much energy.
- 2.
We do not have sufficient space to elaborate this aspect, but it could be argued that circumspection is what constitutes a social system. Without being aware of the others and mirroring them in oneself, no functioning organization or society could probably emerge.
- 3.
Of course, there exists an upper limit of how many employees in one room are still beneficial to proximity (regarding the adverse effects of too large open workspaces on communication and social interaction, see Bernstein and Turban (2018)).
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Lassl, W. (2020). The Inner Adaptation Processes—The “Right Wing” of Organizations (Part 2). In: The Viability of Organizations Vol. 3. Springer, Cham. https://doi.org/10.1007/978-3-030-25854-2_6
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