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Your guide to company brain surgery


Joe DiVanna illustration

Ben O’Brien

Companies are wired – like humans – to resist differences. To change organizations, you need to understand their biology

The jargon suggests that companies have a brain. We often hear terms and concepts such as ‘organizational learning’, ‘organizational memory’, ‘the culture of an organization’ and ‘organizational behaviours’. This begs the question: do organizations even think? And, if they do, do they have one brain higher up, above the structure and systems, the people and processes? Since organizations are collections of individuals, is there a parallel between how we think, as individuals, and how organizations function?

Like people, organizations must move between operating states as a result of changes in market conditions; customers’ tastes; regulations; political atmosphere; and, in many cases, a turnover in their own management. People learn, through experience, what is acceptable and what is not, what leads to desirable outcomes and what makes them harder to achieve. Organizations face the same set of challenges, but, unlike their human counterparts, the lessons learned are often transitory as people move from

Dialogue Q3 2016

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Dialogue Q3 2016  
Dialogue Q3 2016