Can organisations change?
I ask myself often whether organisations can change — really change — at all. I recently spoke to an HR person of a big worldwide corporation, and her answer was a strong “yes”. I am not so sure. Or maybe I am confused.
As organisations are made of people (humans), would you have the change the people in order to change the organisation? Is there another way? Some people say “you can’t change people, but you can change their behaviour”. Are we fooling ourselves with such statements?
I am seduced by the Robert Fritz’ premise that structure drives behaviour. Or Leandro Herrero‘s thesis that behaviour drives culture. And Jean Russell’s “Cultivating Flows“.
There are plenty of metaphors to illustrate the relationship between structure and behaviour. From race cars, the team and the driver, to heroes hacking their way through forests (My friend Leda Glyptis wrote this excellent piece on the oscillating patterns — “Acts” in her post — that innovation heroes have to go through).
I am starting to think about a metaphor based on architecture, and the notion of “patrimony” of a building, which has to do a lot with knowledge stored as inheritance material in physical objects (Thanks, Tom Laforge for the insight).
Kanaal Site – Axel Vervoordt – Old malt factory - Wijnegem, Belgium
Ricardo Bofill – The Cathedral – Old cement factory – Barcelona, Spain
“Patrimony” is an interesting term. The Dutch word “Erfgoed” maybe captures it better. “Erf” means inheritance, value that can be transmitted across generations. “Goed” stand for “good”, both as 1) something tangible, an art-i-fact and 2) something good, of value/worth/wealth/culture/DNA to be carried forward.
Both sites above are a good illustration: Ricardo Bofill’s “La Fabrica” and Axel Vervoordt’s “Kanaal”.
The architects decided to respect the patrimony, strip it to its essence — its skeleton — and create new perspectives and flows. They did not decide for “disruption”, aka breaking down the building and creating something completely new. They combine old and new, they combine tradition/patrimony/erfgoed with new flows, new structures.
The structure is not only the brick and mortar building itself, but includes the whole site, the landscape, the empty spaces, the social contracts, the tacit and non-tacit agreements of flow.
The structure comes alive when people live in it, add furniture, decoration, color, organise their areas for work, for creativity, for reflection.
What is the skeleton structure of the building, what do we need to keep, where do we need to create new perspectives to cultivate new flows of water, traffic, connections?
The metaphor building/organisation — like any metaphor — works only to a certain extent.
What’s missing is what makes us human and our motivations. I am reading Jonathan Haidt’s “The Happiness Hypothesis: Finding Modern Truth in Ancient Wisdom”, and am struck by all the noise humans put on the system. Some salient wisdom:
- “We are all hypocrites”
- “The rider (ratio) is not in charge”
- “The elephant (the unconscious) is not motivated by happiness but by prestige.
- “Most stories/narratives are confabulated after the facts”
So back to my initial question: can organisations change? Maybe the better question is: what quality of change are we aiming for? Or the more critical question may be: why would people change?”
Fritz’ suggestion is that if you have the right structure, people will naturally change their behaviour and the flows of information.
What are your thoughts?
I am in the business of cultivating high quality connections and flows to create immersive learning experiences and structural change. Check out: https://petervanproductions.com/