Organizations are often described as if they were machines: neatly structured, clearly controllable, rationally designed. But when we look more closely, something else becomes visible. An organization does not live in its boxes, role descriptions, or process maps. It lives in relationships, habits, unspoken expectations, conflicts, improvisations, and recurring patterns.…
Complexity resists direct control. What remains is the attempt to understand it. Models are not representations of reality, but reductions. They create orientation by leaving things out. A model is always a decision: what is relevant—and what is not? This decision determines what becomes visible. And at the same time,…
Organizations behave far less like machines and much more like living systems. They do not follow centralized control but evolve through the interaction of many elements—people, decisions, routines, and unspoken rules. What appears clear and structured in organizational charts is, in reality, interwoven with informal networks. Communication does not follow…
