The most disruptive idea in the market right now isn’t a new technology. It’s organizations that can disrupt themselves.
In my last post (which was some time ago), I talked about collective intentionality at the end of a series of posts about emergence. Before I move on, I want to bring the two ideas together.
Emergence is often discussed in scientific contexts as something which doesn’t have purpose on an individual level–only the collective appears to have purpose, as with slime mold finding the shortest path to food despite each individual cell having no such specific intention.
The interesting thing about intentionality is that it doesn’t require conscious thought–as a matter of fact, in its best form intentionality is close to unconscious. Intentionality is directed existence, or “being about something.” In philosophy, “intentionality” is typically used in the philosophy of language, for example, the word table is “about” a table. The word isn’t a table, but to signify a table is the word’s reason for being. If tables didn’t exist (even as a concept), “table” wouldn’t be a word, it would just be a jumble of letters or sounds.
Similarly, when we choose to be intentional, what we are choosing is to be “about” something on a fundamental level. It happens at a more basic level even than a typical mission statement. This “being about” is something Simon Sinek describes in his “Golden Circle” approach: the “why” toward which all action in an organization is directed. It’s true that there isn’t an intelligence directing the movements of slime mold or the flocking of birds, but there are many individual parts combining a few simple rules with a collective objective: to find food, to find warmth, to survive and reproduce. Without intentionality, the movement of slime mold or the flocking of birds would never happen: the birds would fly off in their own directions and the mold would grow aimlessly until it dies.
As humans, our intentions can be much more varied, but it still needs to be fundamental. An organization, for example Gravity Payments, could have an internal manifesto with guiding principles, objectives, goals, key performance indicators, and so on, but all of these are worthless if they don’t draw clear circles to highlight the central “why” of the organization: to simplify transaction processing. Everything CEO Dan Price says to the members of the organization must reinforce its central narrative and focus every individual’s actions toward achieving that purpose. Only when everyone in the organization is moving toward the same purpose, does emergence propel the whole organization.
By establishing intentionality and changing the structure of an organization to better facilitate emergence, the organization will be prepared to increasingly disrupt itself. This doesn’t happen automatically. There are other factors to consider, particularly the diversity of perspective, the responsiveness to external realities such as customers and market conditions, the potential for peaceful revolution within the organization, and so on. These factors can affect the viability of an organization whether it’s a garage-based startup or an entire nation-state.
What all this means is that traditional organizations have it backward: Strategy will take care of itself, if you take care of the people. The decisions made by the so-called executive level will bubble up from what were previously considered the lowest levels of the organization. This requires re-thinking the organization’s relationships to some pretty fundamental principles, including power, employment, and compensation.
I’m eager to get readers’ thoughts about this approach to adaptive organization. What possibilities of this approach excite you? In what ways are you skeptical about this approach? What about the idea requires more clarification?