Organisational Dysfunction of the Day
Them and us
Context: There is a clear divide in the organisation. It might be between IT and the business, between development and operations, between project teams competing for the same resources, between headquarters and the regions, or simply between management and everyone else. People talk about the other group with mild contempt or resigned frustration. Collaboration across the boundary is effortful, slow, and often fraught. Everyone acknowledges it is a problem. Workshops are held, values are restated, and leadership talks about being one team. The divide persists.
OST explains: This is one of the most reliable products of DP1, understood since Kurt Lewin's group dynamics research in the 1940s. Three characteristic features of communication in DP1 drive this divide: asymmetry, where communication flows up and down a status chain with no real conversation between equals; egocentrism, where individual accountability means people's interests are best served by looking out for themselves rather than sharing information; and "them and us" as the natural end state of both. When people are organised into separate functions with different managers, different goals, and different metrics, the in-group/out-group dynamic is not a cultural failure; it is the structural output. In DP2, teams are organised around whole tasks with shared goals, and all relations are peer negotiations. The divide disappears not because people are nicer, but because neither asymmetry nor egocentrism has anything to feed on.
#OpenSystemsTheory #SocioTechnical #OrgDesign #GroupDynamics
