Six Simple Rules

The real curse is not complexity so much as "complicatedness," by which we mean the proliferation of cumbersome organizational mechanisms—structures, procedures, rules, and roles—that companies put in place in an effort to deal with the mounting complexity of modern business.

The real curse is not complexity so much as "complicatedness," by which we mean the proliferation of cumbersome organizational mechanisms—structures, procedures, rules, and roles—that companies put in place in an effort to deal with the mounting complexity of modern business. Complexity vs. complicatedness. Business complexity arises from increasing performance requirements companies must meet. This complexity brings challenges but also opportunities for competitive advantage. Complicatedness, on the other hand, refers to the organizational structures and processes companies create to deal with complexity. This complicatedness destroys a company's ability to leverage complexity and get things done. The complicatedness trap. Over the past 15 years, the number of procedures, layers, and coordination bodies in companies has increased by 6.7% annually, leading to: 40-60% of managers' time spent in coordination meetings 40-80% of team time wasted on non-value-adding activities 3x higher likelihood of employee disengagement Root causes. Complicatedness stems from two outdated management approaches: The "hard" approach: Relying on structures, processes, and systems to control behavior The "soft" approach: Focusing on interpersonal relationships and emotional factors

To understand organizational performance, managers must trace that performance back to what people do and the way their behaviors combine with each other to produce overall results. Analyze the work context. To understand why people behave as they do, examine their: Goals: What they're trying to achieve Resources: What they use to solve problems Constraints: What hinders or restricts them Look for anomalies. Pay attention to unexpected behaviors or situations that don't fit your assumptions. These often reveal key insights about the work context and how people actually operate. Avoid common pitfalls: Don't focus on what people fail to do, but on what they actually do Don't assume organizational elements (structures, processes) have a direct effect on behavior Don't rely on psychological explanations or stereotypes to explain behavior

When you create power, there has to be enough of it to be used. If the power falls short of this threshold, it is not a resource; it is a constraint. Integrators vs. coordinators. Integrators are individuals or units that foster cooperation for the company's benefit. Unlike traditional coordinators, integrators: Are not dedicated roles, but part of existing jobs Are directly involved in cooperation, not just reviewing afterward Cannot be ignored due to their power and influence Identify potential integrators. Look for: Those expressing high dissatisfaction (often at nexus of constraints) Those resented by others (often have power but use it selfishly) Reinforce integrators by: Removing useless managerial positions Minimizing…