Order and disorder in companies

For there to be organization, there must be interactions. For there to be interactions, there must be encounters; for there to be encounters, there must be disorder (agitation, turbulence) — Edgar Morin

Order

The manager of a company that uses traditional management tries to keep people, processes and resources in balance in order to reach maximum productivity (efficiency) — as if the company were a machine.

Disorder

A team in a company that is organized for complexity seeks imbalance in order to foster learning and create innovation (effectiveness) — as if the company were a living being that adapts to its environment to survive and thrive.

Order

The traditional management model seeks stability: the “comfort zone” for employees, the “power zone” for managers and planned financial returns for shareholders. To get there, they need rigid processes, career plans, plan-driven management and command-and-control.

Disorder

The new management models seek continuous improvement, adaptation to reality and innovation. They also foster learning and see people as essential to the business. As a result, they achieve superior financial returns. To get there, they need the courage to make mistakes, a clear purpose and clear objectives, value-driven management and autonomy-and-collaboration.

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To understand the importance of teamwork, rethink the traditional management model and deal with the complexity inherent in the market, I recommend reading the book by Manoel Pimentel and Rafael Nascimento: https://leanpub.com/o-pequeno-livro-branco-das-equipes