Regardless of the term we choose to describe our collective work – be it an organization, company, business or undertaking – the mission-critical tapestry of the Enterprise is always woven from threads of human behaviour, by the actors directly and indirectly engaged in the process and organization.
And people do not always behave in a way that we might regard as rational.
Consequently, even a seemingly well-run Enterprise remains susceptible to the complex vagaries of human nature, dynamic consequences and those ‘unwritten rules’ that really drive, influence and affect the ‘rationality’ and coherence of the organisation.
So the question must be: are our enterprises intrinsically irrational, because of their dependency on behaviour?
Have you seen any evidence of the Irrational Enterprise? If so, do you think that Irrationality works for, or against, the success of the Enterprise? Please share your views.
You may also like to read:
- The Emperor’s tapestry
- Done this level
- Quality of internal collaboration is key to external partnerships
- Operational Utopia – Does your IT culture work with your business? – webcast
- IT eagles or IT chickens
