Can you have too much structure?

The short answer is no, but let me explain, before you pull away in fear of having your creative freedom curtailed.

One of the main characteristics of any organisation is structure. Things need to be organised into a framework in order for an organisation to come into being in the first place. Therefore, all organisations have some sort of structure. This structure can have a more fluid or more crystallised nature. It often develops from a more fluid form to a more crystallised one, as in the beginning you may not be even sure what kind of structure you need and want to achieve your goals (even the goals may be more like dreams before they acquire a more structured and clearer form). As the organisation expands, your ambitions increase, and team grows, you may feel a need for a different kind of structure.

This is true to all nature. Particles form tiny atomic structures which in turn form molecules and then different substances and then on larger scale cells for example. These replicate themselves and form tissues, then organs (there is that same word stem again!), organ systems and organisms. In each stage the structure changes a bit and becomes more sophisticated. The body is a great metaphor for a fine purposeful structure. It represents the benefits of structure and proves you cannot have too much structure in place.

Each part of the body, every organ has a function that serves the greater good of the whole body. This is what a structure is for – to serve the greater goal, not stand on its way. The body is flexible and adjusts to changing needs.

Processes are part of structure. The body is built in a way that its processes are automatised. It does not need your decisions or directions to stay alive. You don’t need to decide to take another breath every few seconds, you don’t need to decide to pump your heart or move the lymphatic fluids or even to stand up straight. All these functions work automatically. They are performed by dedicated structures – organs and organ systems – in a predefined way. This is what a great structure does – it allows you to spend less energy on making the same decisions again – breath or not to breath – or in the organisational context set goals or not set goals, talk to people or not talk to people, analyse results or not analyse results etc. Decision-making is one of the most energy intensive processes for the brain, and one of the most business-critical processes for an organisation. If a structure is in place, these processes take less energy, and allow you to expect a predictably positive outcome. The saved energy can and must then be directed to functions that cannot be automatised – conversation, discussion, business and personal development, creation and innovation etc. The lack of structure directly robs from the energy needed to perform these functions.

But let’s come back to the fear of losing freedom and flexibility to structure. It is possible to lose your freedom and flexibility to rigidity and stagnation, but not to structure. A great structure will always stay alert of the greater goals and its ability to serve these. If a structure no longer serves the strategic objectives, it must be changed. There is nothing wrong in changing the structure and fluctuating on the fluidity-crystallisation continuum. Different business cycle stages and different objectives require a different structure. If an organisation becomes stagnant and rigid, you probably need to rethink your structure and adjust it to the changed needs, not get rid of structure.

I invite you to investigate your current structure and how well it is serving your strategic goals, and adjusting it as needed, as an appropriate structure will allow you to move much more effectively towards your goals, so that you can achieve even better results and make an even greater impact on the world.?

#leadership #organisationaldevelopment #structure #impact