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.…
There are situations in organizations where classical control logic fails. This is exactly where the most interesting moments for interventions arise—not as targeted acts of control, but as precisely placed irritations. In a recent talk followed by an intervention, this dynamic became visible. The starting point was an organization trying…
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…
