Balancing Hierarchical Structures vs. Self-Determining Structures in Complex Organization Networks

Abstract

Manageability of projects as a conglomerate of a vast number of elements, in particular players and their interaction, is investigated by models provided by systems theory. Besides a great number of approaches namely two fundamental structural types are widely proposed to achieve an efficient path to reaching a given goal, which is the hierarchical and the self-deterministic set-up. Hierarchical structures are based on strict predefinitions and a clearly defined unidirectional flow of information, instruction and responsibility. Such have been used in the past and are known to provide fast solutions which are, however, mainly not optimal. The structural background are vertical graph-theoretical trees. On the other hand, self-determination structures are offered, e.g., by Agile Management and Lean Construction. These rest on collaboration instead of instruction, therefore, on bidirectional flows of information, and a concept of shared responsibility. Collaborative approaches are expected to lead to improved solutions based on the widespread knowledge and understanding of the numerous participants while accepting the required time to consolidate these. They are represented by horizontal unrankable graph-theoretical networks. Nowadays, organizations are composed from both substructures leaning to the one or other side based on more or less idealistic reasons, consequently missing serious substantiation. Therefore, this paper investigates the principal behaviour of these two approaches on a system-theoretical basis aiming at a comparison of their characteristics, in particular the time-related characteristic of stabilisation. The findings are expected to lead to some improvement to well-reasoned decisions and efficient overall structures of organization.