Organisational Structure Quotes

The social system is taking on a form in which finding out what you want to do is less and less of an option because your life is too structured, organised, controlled and disciplined.

The human brain, it has been said, is the most complexly organised structure in the universe and to appreciate this you just have to look at some numbers. The brain is made up of one hundred billion nerve cells or "neurons" which is the basic structural and functional units of the nervous system. Each neuron makes something like a thousand to ten thousand contacts with other neurons and these points of contact are called synapses where exchange of information occurs. And based on this information, someone has calculated that the number of possible permutations and combinations of brain activity, in other words the numbers of brain states, exceeds the number of elementary particles in the known universe.

Any organisation that designs a system will produce a design whose structure is a copy of the organisation's communication structure

It is the intense spirituality of India, and not any great political structure or social organisation that it has developed, that has enabled it to resist the ravages of time and the accidents of history.

The degree of personal freedom that exists in a society is determined more by the economic and technological structure of the society than by its laws or its form of government. Most of the Indian nations of New England were monarchies, and many of the cities of the Italian Renaissance were controlled by dictators. But in reading about these societies one gets the impression that they allowed far more personal freedom than our society does. In part this was because they lacked efficient mechanisms for enforcing the ruler’s will: There were no modern, well-organised police forces, no rapid long-distance communications, no surveillance cameras, no dossiers of information about the lives of average citizens. Hence it was relatively easy to evade control.

Temporality is obviously an organised structure, and these three so-called elements of time: past, present, future, must not be envisaged as a collection of 'data' to be added together...but as the structured moments of an original synthesis. Otherwise we shall immediately meet with this paradox: the past is no longer, the future is not yet, as for the instantaneous present, everyone knows that it is not at all: it is the limit of infinite division, like the dimensionless point.

There is no organised encounter group. There is simply a freedom of expression - of feelings and thoughts - on any personally relevant issue.

In addition to conformity as a way to relieve the anxiety springing from separateness, another factor of contemporary life must be considered: the role of the work routine and the pleasure routine. Man becomes a 'nine to fiver', he is part of the labour force, or the bureaucratic force of clerks and managers. He has little initiative, his tasks are prescribed by the organisation of the work; there is even little difference between those high up on the ladder and those on the bottom. They all perform tasks prescribed by the whole structure of the organisation, at a prescribed speed, and in a prescribed manner. Even the feelings are prescribed: cheerfulness, tolerance, reliability, ambition, and an ability to get along with everybody without friction. Fun is routinised in similar, although not quite as drastic ways. Books are selected by the book clubs, movies by the film and theatre owners and the advertising slogans paid for by them; the rest is also uniform: the Sunday ride in the car, the television session, the card game, the social parties. From birth to death, from Monday to Monday, from morning to evening - all activities are routinised, and prefabricated. How should a man caught up in this net of routine not forget that he is a man, a unique individual, one who is given only this one chance of living, with hopes and disappointments, with sorrow and fear, with the longing for love and the dread of the nothing and separateness?

Many people in this country who want to see us the minority, and who don’t want to see us taking too militant or too uncompromising a stand, are absolutely against the successful regrouping or organising of any faction in this country whose thought and whose thinking pattern is international rather than national… There’s a world wide revolution going on, it goes beyond Mississippi, it goes beyond Alabama, it goes beyond Harlem. What is it revolting against? The power structure. The American power structure? No. The French power structure? No. The English power structure? No. Then, what power structure? An international Western power structure.

Coleridge wrote a poem called ‘The Eolian Harp,’ in which he explored the notion of music slumbering on its instrument. It's a gorgeous poem! It moves through thoughts and moods of the soul as if we're all but harps waiting for a breeze to pass through us to animate us. I feel the same way about art: that it is something that on many levels colonises you, gets inside you and changes you from the inside out. I find that happens with books, too. After I’ve read a book, for a couple of days afterwards I think in the patterns of the book’s writing, because the act of reading is an act of organising your own thought process. If you are reading someone else’s writing, you are having to organise your perception along someone else’s structure. So if I read a book by Terry Pratchett, a few days later there is still a little Terry Pratchettness to my thoughts. When I read something by Catherynne Valente, for quite a few days there is a kind of ‘jewelled’ quality to my thoughts. To read a book is to let someone else reach inside me and reorganise me. As a writer, I find it very difficult to start writing immediately after having read another writer's book. I have to digest it first, and let the influence pass…

One should never forget the main aim in a debate, inside and outside the organisations, in political rallies, in Parliament and other government structures, is that we should emerge from that debate, however sharp our differences might have been, stronger, closer and more united and confident that ever before.

The contentment of innumerable people can be destroyed in a generation by the withering touch of our civilisation; the local market is flooded by a production in quantity with which the responsible maker of art cannot complete; the vocational structure of society, with all its guild organisation and standards of workmanship, is undermined; the artist is robbed of his art and forced to find himself a "job"; until finally the ancient society is industrialised and reduced to the level of such societies as ours in which business takes precedence of life. Can one wonder that Western nations are feared and hated by other people, not alone for obvious political or economic reasons, but even more profoundly and instinctively for spiritual reasons?

In its quest to discover how the patterns of reality are organised, the story of modern science hints at a picture of a set of Chinese puzzle boxes, each one more intricately structured and wondrous than the last. Every time the final box appears to have been reached, a key has been found which has opened up another, revealing a new universe even more breathtakingly improbable in its conception. We are now forced to suspect that, for human reason, there is no last box, that in some deeply mysterious, virtually unfathomable, self-reflective way, every time we open a still smaller box, we are actually being brought closer to the box with which we started, the box which contains our own conscious experience of the world. This is why no theory of knowledge, no epistemology, can ever escape being consumed by its own self-generated paradoxes. And this is why we must consider the universe to be irredeemably mystical.

Structurally, by reason of their smaller numbers and greater resources, virtually all ruling classes enjoy an advantage over the ruled in their capacity for collective action. Their internal lines of communication are more compact; their wealth offers an all-purpose medium of power, convertible into any number of forms of domination; their intelligence systems scan the political landscape from a greater height. More numerous and more dispersed, less equipped materially, less armed culturally, subordinate classes always tend, in the sociologist Michael Mann’s phrase, to be ‘organisationally outflanked'.

(Q: From an outsider’s perspective, what you call “chaos magick” has a lot of rules, discipline, and order involved, and doesn’t seem very chaotic at all. What would you say to such a person?) A: I differentiate sternly between Chaos and Entropy. Only highly ordered and structured systems can display complex creative and unpredictable behaviour, and then only if they have the capacity to act with a degree of freedom and randomness. Systems which lack structure and organisation usually fail to produce anything much, they just tend to drift down the entropy gradient. This applies both to people and to organisations.

In an organisation never follow a person follow the system - MB

His ship sank. They were all on his side.

Let's stop with the 'Taylor made' organisation and let's start 'Tailor made' organizing

In leadership, language is everything. Be careful not to use UNDERPerform when a team member MISperforms. One mistake is not under-performance

The reason why employee relations have lost its sheen in aiding productivity, is to be searched for , within the doors of your corporate structure , i.e. your human resource department.

Over centuries, organised perpetrator groups have observed and studied the way in which extreme childhood traumas, such as accidents, bereavement, war, natural disasters, repeated hospitalisations and surgeries, and (most commonly) child abuse (sexual, physical, and emotional) cause a child's mind to be split into compartments. Occult groups originally utilised this phenomenon to create alternative identities and what they believed to be “possession” by various spirits. In the twentieth century, probably beginning with the Nazis, other organised groups developed ways to harm children and deliberately structure their victims' minds in such a way that they would not remember what happened, or that if they began to remember they would disbelieve their own memories. Consequently, the memories of what has happened to a survivor are hidden within his or her inside parts.

Communication...it is a difficult optimisation. Structurally, it gets founded over words, organised around thoughts. Words are difficult to come through, successfully, amid the thought process. The thought process in right manifestation gives rise to communication.

Frosh (2002) has suggested that therapeutic spaces provide children and adults with the rare opportunity to articulate experiences that are otherwise excluded from the dominant symbolic order. However, since the 1990s, post-modern and post-structural theory has often been deployed in ways that attempt to ‘manage’ from; afar the perturbing disclosures of abuse and trauma that arise in therapeutic spaces (Frosh 2002). Nowhere is this clearer than in relation to organised abuse, where the testimony of girls and women has been deconstructed as symptoms of cultural hysteria (Showalter 1997) and the colonisation of women’s minds by therapeutic discourse (Hacking 1995). However, behind words and discourse, ‘a real world and real lives do exist, howsoever we interpret, construct and recycle accounts of these by a variety of symbolic means’ (Stanley 1993: 214). Summit (1994: 5) once described organised abuse as a ‘subject of smoke and mirrors’, observing the ways in which it has persistently defied conceptualisation or explanation. Explanations for serious or sadistic child sex offending have typically rested on psychiatric concepts of ‘paedophilia’ or particular psychological categories that have limited utility for the study of the cultures of sexual abuse that emerge in the families or institutions in which organised abuse takes pace. For those clinicians and researchers who take organised abuse seriously, their reliance upon individualistic rather than sociological explanations for child sexual abuse has left them unable to explain the emergence of coordinated, and often sadistic, multi—perpetrator sexual abuse in a range of contexts around the world.

When the Babylonians began to chart the stars, they first of all grouped them together into constellations of lions, virgins, archers, and scorpions-shaped them into sub-assemblies, celestial holons. The first calendar-makers wove the linear thread of time into the hierarchic pattern of solar days, lunar months, stellar years, Olympic cycles. Similarly, the Greek astronomers broke up homogenous space into the hierarchy of the eight heavenly spheres, each equipped with its clockwork of epicycles. We cannot help interpreting Nature as an organisation of parts-within-parts, because all living matter and all stable inorganic systems have a part-within-part architecture, which lends them articulation, coherence, and stability; and where the structure is not inherent or discernible, the mind provides it by projecting butterflies into the ink-blot and camels into the clouds.

When we say ‘housing for all’ and the government responds with ‘the homeless are being temporarily housed in hotels to avoid the spread of the virus’, they are building a linguistic structure that defines the realm of the possible, that implicitly tells us to want less, to expect that total reconfiguration is out of the question. Like a poorly designed building, linguistic structures affect how we think, breathe, move and act. The mould sticks to our skin. We are familiar with a particular kind of linguistic structure: the preservation of a system of organisation that places capital before all else. This system ties our hands and feet together.

Que cherchons-nous à accomplir ? Changer l’organisation sociale sur laquelle repose la prodigieuse structure de l’organisation de la civilisation, qui s’est construite au cours de siècles de conflits, au sein de systèmes vieillissants ou moribonds, conflits dont l’issue fut la victoire de la civilisation moderne sur les conditions naturelles de la vie

God is a pure mathematician!' declared British astronomer Sir James Jeans. The physical Universe does seem to be organised around elegant mathematical relationships. And one number above all others has exercised an enduring fascination for physicists: 137.0359991.... It is known as the fine-structure constant and is denoted by the Greek letter alpha (α).

Governments, nations, borders, they're all surface, they always have been. The real structure underlying it all is money, and the institutions which control it. Finance houses, banks, organised crime; if you drill down deep enough, it's all the same. Money has no nationality, no allegiance. While nations rise and fall, it remains the same. It's the most powerful polity of all.

What you discovered, gradually, was that only by structuring your own life pitilessly could you achieve anything fulfilling. Only by applying yourself to something arbitrary and pointless – and yet, crucially, of your own devising – could you escape the emptiness of unstructured diversion. In order to transcend pointlessness, you needed to become the merciless organiser of pointlessness.

For the last 48 years, myalgic encephalomyelitis (ME) has been formally classified by the World Health Organisation as a neurological disorder but for the last 29 years a group of UK psychiatrists (known as the Wessely School) have denied it exists other than as an aberrant belief; they insist that it is a mental (behavioural) disorder that can be cured by graded exercise and “cognitive re-structuring”.

To be an effective organisation, the structure of the organisation must be willing to adapt to a network model, leaving the old hierarchy model behind. We see the efficacy of the network model daily in many areas of our lives, and this greatly challenges the old from-top-to-down hierarchical model that many organisations have a hard time letting go of. But I suppose at the end of the day, it is a matter of survival. Simply put, in order to survive, one must adapt and to adapt today, means to take on a more networked approach to doing things in organisations, groups, companies and even in society as a whole (including politics). So in other words, in order for society in all of its forms from big to small, to move forward strongly, it must adapt to a framework that sees itself as a network rather than a hierarchy.

Since McDougall contrasts the behaviour of a highly organised group with what has just been described, we shall be particularly interested to learn in what this organisation consists, and by what factors it is produced. The author enumerates five principal conditions ' for raising collective mental life to a higher level. The first and fundamental condition is that there should be some degree of continuity of existence in the group. This may be either material or formal: the former, if the same individuals persist in the group for some time; and the latter, if there is developed within the group a system of fixed positions which are occupied by a succession of individuals. The second condition is that in the individual member of the group some definite idea should be formed of the nature, composition, functions and capacities of the group, so that from this he may develop an emotional relation to the group as a whole. The third is that the group should be brought into interaction (perhaps in the form of rivalry) with other groups similar to it but differing from it in many respects. The fourth is that the group should possess traditions, customs and habits, and especially such as determine the relations of its members to one another. The fifth is that the group should have a definite structure, expressed in the specialisation and differentiation of the functions of its constituents. According to McDougall, if these conditions are fulfilled, the psychological disadvantages of the group formation are removed. The collective lowering of intellectual ability is avoided by withdrawing the performance of intellectual tasks from the group and reserving them for individual members of it.

The Sarcophagus was never intended as a permanent solution. Rather, the concern at the time was to erect a structure to confine the radioactive release as rapidly as possible. As a consequence, it only had an estimated life of around 20 years - a time frame long since expired. In 1997, a Shelter Implementation Plan funded by 46 countries and organisations for a replacement - dubbed the New Safe Confinement (NSC) - was set in motion, with an estimated cost of €2 billion.

The Chinese and Persians did not lack technological inventions such as steam engines (which could be freely copied or bought). They lacked the values, myths, judicial apparatus and sociopolitical structures that took centuries to form and mature in the West and which could not be copied and internalised rapidly. France and the United States quickly followed in Britain’s footsteps because the French and Americans already shared the most important British myths and social structures. The Chinese and Persians could not catch up as quickly because they thought and organised their societies differently.

The ‘Regal Seven (key) Ingredients of a Successful Company’ is: Pursue the goal of Profit Maximization keeping in mind the shareholders interests. To be achieved by developing and rendering Quality Goods and Services at a Reasonable Price. By inculcating Value and Ethics within the structure Through Sound People Management principles devised and effectively implemented. Further organizing Learning Programs and instill concept of ‘Learning and Earning’ Develop/Construct Customer Satisfaction. Build-Build-Build ; Build vision based values, Build your staff, Build customer satisfaction ; and witness your organization being built in the market.

When we say ‘housing for all’ and the government responds with ‘the homeless are being temporarily housed in hotels to avoid the spread of the virus’, they are building a linguistic structure that defines the realm of the possible, that implicitly tells us to want less, to expect that total reconfiguration is out of the question. Like a poorly designed building, linguistic structures affect how we think, breathe, move and act. The mould sticks to our skin. We are familiar with a particular kind of linguistic structure: the preservation of a system of organisation that places capital before all else. This system ties our hands and feet together.

negative entropy’ in the sense of organisation, or simply ‘entropy with the sign reversed’ has not so much to do with free energy (as Schrödinger also indicates), but with the way energy is trapped, stored and mobilised in the living system. Energy is trapped directly at the electronic level. It is stored not only as vibrational and electronic bond energies, but also in the structure of the system: in gradients, fields and flow patterns, compartments, organelles, cells and tissues. All this in turn enables organisms to mobilise their energies coherently and hence make available the entire spectrum of stored energies for work, most efficiently and rapidly, whenever and wherever energy is required.

Different types of cells (brain cells, muscle cells, etc.) differ from each other in the structure and chemistry of their cell-bodies. The differences are due to the interaction between gene-complex cell-body and the cell's environment. In each growing and differentiating tissue a different portion of the total gene-complex is active-only that branch of the gene-hierarchy which is concerned with the functions assigned to the tissue in question; the remainder of teh genes is 'switched off'. And if we inquire into the nature of the agency which switches genes on and off, we find once more the familiar devices of triggers and feedbacks. The 'triggers' are the chemical 'inducers', 'organisers', 'operators' and 'repressors', etc. already mentioned.

Theory is, of course, critical to the development of specific analyses of women’s situation. Explicitly or implicitly, empirical phenomena must be organised in terms of a theoretical construct in order to be grasped conceptually. At the same time, theory is, by its very nature, severely limited. As a structure of concepts, a theoretical framework simply provides guidance for the understanding of actual societies, past and present. However indispensable this theoretical guidance may be, specific strategies, programmes, or tactics for change cannot be deduced directly from theory. Nor can the phenomenon of variation in women’s situation over time, and in different societies, be addressed solely by means of theory. These are matters for concrete analysis and historical investigation.

The books written by Paul Valéry, Walter Benjamin, Ludwig Wittgenstein, Marshall McLuhan, Gilles Deleuze, Douglas Hofstadter, and Niklas Luhmann can be understood as attempts to do justice to the New Media world at a level of technical depiction. And what is more: these books are no longer books in the strict sense of the word, but mosaics consisting of quotations and fragments of thought. They perform an art of writing which might be called cinematic - composing books as if they were movies. These books try to burst through the limits of the book form. Of course, most of these attempts have failed. But even this failure is instructive. The information processing system ‘book’ is clearly no longer up to the complexity of our social systems. For this reason, authors who are aware of this and yet want to remain authors, organise their books according to structures and patterns taken from nonlinear information processing systems (BoIz, 1994, p. 2).

The medium of engagement between staff engaged in competitive and cooperative interaction to achieve things together is embodied communication. By talking, discussing, taking turns, gesturing and responding to each other, recognising and misrecognising each other, staff in organisations are structuring what they do as themes and narratives of organising arise between them. Staff make sense together in both abstract and particular ways and contribute to organisational narratives about what is going on. They take up more abstract themes of organising, the organisation’s vision, mission and strategy, but can only do so locally, in particular situations with particular others. Organisational activity, then, is always local, no matter how senior are the staff who are working, and it always involves communication. But it is from the many, many local communicative interactions that the global organisational patterning arises, which in turn constrains and informs the local interactions.

The 'Vestiges of Creation' appeared in 1844. In the tenth and much improved edition (1853) the anonymous author [Robert Chambers] says (p. 155): ---'The proposition determined on after much consideration is, that the several series of animated beings, from the simplest and oldest up to the highest and most recent, are, under the providence of God, the results, first, of an impulse {teleologic] which has been imparted to the forms of life, advancing them, in definite times, by generation, through grades of organisation terminating in the highest dicotyledons and vertebrata, these grades being few in number, and generally marked by intervals of organic character, which we find to be a practical difficulty in ascertaining affinities; second, of another impulse [teleonomic] connected with the vital forces, tending, in the course of generations, to modify organic structures in accordance with external circumstances, as food, the nature of the habitat, and the meteoric [n.b.] agencies, these being the 'adaptations' of the natural theologian." The author apparently believes that organisation progresses by sudden [quantum] leaps, but the effects produced by the conditions of life are gradual.

In 1942, Merton set out four scientific values, now known as the ‘Mertonian Norms’. None of them have snappy names, but all of them are good aspirations for scientists. First, universalism: scientific knowledge is scientific knowledge, no matter who comes up with it – so long as their methods for finding that knowledge are sound. The race, sex, age, gender, sexuality, income, social background, nationality, popularity, or any other status of a scientist should have no bearing on how their factual claims are assessed. You also can’t judge someone’s research based on what a pleasant or unpleasant person they are – which should come as a relief for some of my more disagreeable colleagues. Second, and relatedly, disinterestedness: scientists aren’t in it for the money, for political or ideological reasons, or to enhance their own ego or reputation (or the reputation of their university, country, or anything else). They’re in it to advance our understanding of the universe by discovering things and making things – full stop.20 As Charles Darwin once wrote, a scientist ‘ought to have no wishes, no affections, – a mere heart of stone.’ The next two norms remind us of the social nature of science. The third is communality: scientists should share knowledge with each other. This principle underlies the whole idea of publishing your results in a journal for others to see – we’re all in this together; we have to know the details of other scientists’ work so that we can assess and build on it. Lastly, there’s organised scepticism: nothing is sacred, and a scientific claim should never be accepted at face value. We should suspend judgement on any given finding until we’ve properly checked all the data and methodology. The most obvious embodiment of the norm of organised scepticism is peer review itself. 20. Robert K. Merton, ‘The Normative Structure of Science’ (1942), The Sociology of Science: Empirical and Theoretical Investigations (Chicago and London: University of Chicago Press, 1973): pp. 267–278.

L'éducation sexuelle familiale est condamnée à détériorer la sexualité de l'individu. Si tel ou tel individu réussit malgré tout à accéder à une vie sexuelle saine, il le fait d'ordinaire aux dépens des liens familiaux. La répression des besoins sexuels provoque l'anémie intellectuelle et émotionnelle générale, et en particulier le manque d'indépendance, de volonté et d'esprit critique. La société autoritaire n'est pas liée à la "morale en soi", mais bien plutôt aux altérations de l'être psychique, qui, destinées à l'ancrage de la morale sexuelle, constituent en premier lieu cette structure mentale qui est la base psychique collective de toute société autoritaire. La structure servile est un mixte d'impuissance sexuelle, de détresse, d'aspiration à un appui, à un Führer, de crainte de l'autorité, de peur de la vie et de mysticisme. Elle se caractérise par un loyalisme dévot mêlé de révolte. La peur de la sexualité et l'hypocrisie sexuelle caractérisent le "bourgeois" et son milieu. Les individus ayant cette structure sont inaptes à un mode de vie démocratique, et annihilent tout effort destiné à instituer et à maintenir des organisations régies par des principes véritablement démocratiques. Ils constituent le terrain psychologique sur lequel peuvent proliférer les tendances dictatoriales ou bureaucratiques de dirigeants démocratiquement élus. (p. 140-141)

We now know that the secret of life lies not with the chemical ingredients as such, but with the logical structure and organisational arrangement of the molecules. … Like a supercomputer, life is an information processing system, … It is the [software] of the living cell that is the real mystery, not the hardware”.

Balfour Beatty The economic crisis really galvanised us as a business. I think it accelerated a lot of things that were in train anyway and gave them a real impetus. We’re more aware of the need to be more revolutionary than evolutionary. We always knew we would need to expand into emerging markets, but since the crisis we are much more definite about how to do this. We have been much clearer about finding the right people and devising the right management structure, and how joint ventures and strategic alliances should be organised. It is all very deliberate and open – it is no longer a distant plan, it is under way. Richard Gartside Eisenhardt and Brown argue that the ability to reshape a business is critical in turbulent markets. It is not the same as traditional

But it seems that it is modern medicine in particular that reflects best the religious heritage of our culture: its ideology, myths, dogmas, symbols, beliefs, gestures, practices, hopes and fears. Although it presents itself as rational, i.e. scientific, objective and neutral, its organisation and functioning are typical of religion. Thus, while defining itself as a secular enterprise, medicine is deeply waterlogged with the spirit of the old religion. Even more, for many, medicine becomes a new, secularised religion (Berger 1991; Clerc 2004; Dworkin 2000 [2008]; Szasz 1977; Szczeklik 2012; Tatoń 2003) and takes up its social functions. It is present in people’s life from the womb to the tomb, provides a response to the same fears and angsts of humanity as the Church, and the pursuit of ‘eternal’ health, youth and beauty has substituted the religious zeal for salvation. Medicine’s war on diseases and death is similar to a religious war against sin, as viruses and bacteria have replaced devils and demons, and the structure and functioning of the World Health Organization (WHO) is similar to that of the Church. Physicians have replaced priests and old, religious morality is being substituted by a new moral code: healthism; even though the object of faith and its expression are different, their religious nature persists.

The structure of this new religion is similar to that of traditional religions, as WHO is similar to the Catholic Church. 6 Both are highly bureaucratic, hierarchical and lack transparency; they are centralised and possess a worldwide network of local departments. To maintain their integrity, both organise synods and congresses guarded by special associations. Both are ruled by their own juridical systems and claim monopoly over its services. And just as before the Reformation laymen were not supposed to communicate with God without an expert as a mediator, individuals today should avoid self-treatment and should follow their medical leaders. For this reason, Szasz

a series of well-founded critiques were marshalled from within the new left, prompted partly by the experiences of women in activist groups, who found their voices continued to be marginalised even in allegedly radical organisations. More hierarchical organisational forms, such as parties or traditional union organisations, continued to entrench the predominant patriarchal and sexist social relations prevalent in broader society. Considerable experimentation was therefore conducted to produce new organisational forms that could work against this social repression. This included the use of consensus decision-making and horizontal debating structures that would later come to worldwide fame with the Occupy Wall Street movement.35

Ritualistic abuse refers to organised abuse that is structured in a ceremonial fashion, often incorporating religious or mythological iconography (McFadyen et al. 1993). The ritualistic activity is typically structured by 'deviant scriptualism', in which abusive groups parody traditional religious symbols and ritual practices (Kent 1993a, 1993b). The majority of cases of ritualistic abuse involve female victims and facilitation by parents (Creighton 1993, Gallagher et al. 1996), although early research on sexual abuse in child-care arrangements emphasised the presence of ritualistic abuse in some cases (Finkelhor and Williams 1988, Waterman et al. 1993).

Structural racism is dozens, or hundreds, or thousands of people with the same biases joining together to make up one organisation, and acting accordingly. Structural racism is an impenetrably white workplace culture set by those people, where anyone who falls outside of the culture must conform or face failure.

Mais cette approche centrée sur les idéologies, les institutions et al diversité des trajectoires possibles se différencie également de certaines doctrines parfois qualifiées de <>, selon lesquelles l'état des forces économiques et des rapports de production déterminerait presque mécaniquement la <> idéologique d'une société. J'insiste au contraire sur le fait qu'il existe une véritable autonomie de la sphère des idées, c'est-à-dire de la sphère idéologico-politique. Pour un même état de développement de l'économie et des forces productives (dans la mesure où ces mots ont un sens, ce qui n'est pas certain), il existe toujours une multiplicité de régimes idéologiques, politiques et inégalitaires possibles. Par exemple, la théorie du passage mécanique du <> au <> à la suite de la révolution industrielle ne permet pas de rendre compte de la complexité et de la diversité des trajectoires historiques et politico-idéologiques observées dans les différents pays et régions du monde, en particulier entre régions colonisatrices et colonisées, comme d'ailleurs au sein de chaque ensemble, et surtout ne permet pas de tirer les leçons les plus utiles pour les étapes suivantes. En reprenant le fil de cette histoire, on constate qu'il a toujours existé et qu'il existera toujours des alternatives. À tous les niveaux de développement, il existe de multiple façons de structurer un système économique, social et politique, de définir les relations de propriété, d'organiser un régime fiscal ou éducatif, de traiter un problème de dette publique ou privée, de réguler les relations entre les différentes communautés humaines, et ainsi de suite. Il existe toujours plusieurs voies possibles permettant d'organiser une société et les rapports de pouvoir et de propriété en son sien, et ces différences ne portent pas que sur des détails, tant s'en faut. En particulier, il existe plusieurs façons d'organiser les rapports de propriété au XXIe siècle, et certaines peuvent constituer un dépassement du capitalisme bien plus réel que la voie consistant à promettre sa destruction sans se soucier de ce qui suivra.

Over the past thirty years the orthodox view that the maximisation of shareholder value would lead to the strongest economic performance has come to dominate business theory and practice, in the US and UK in particular.42 But for most of capitalism’s history, and in many other countries, firms have not been organised primarily as vehicles for the short-term profit maximisation of footloose shareholders and the remuneration of their senior executives. Companies in Germany, Scandinavia and Japan, for example, are structured both in company law and corporate culture as institutions accountable to a wider set of stakeholders, including their employees, with long-term production and profitability their primary mission. They are equally capitalist, but their behaviour is different. Firms with this kind of model typically invest more in innovation than their counterparts focused on short-term shareholder value maximisation; their executives are paid smaller multiples of their average employees’ salaries; they tend to retain for investment a greater share of earnings relative to the payment of dividends; and their shares are held on average for longer by their owners. And the evidence suggests that while their short-term profitability may (in some cases) be lower, over the long term they tend to generate stronger growth.43 For public policy, this makes attention to corporate ownership, governance and managerial incentive structures a crucial field for the improvement of economic performance. In short, markets are not idealised abstractions, but concrete and differentiated outcomes arising from different circumstances.

Organizational Excellence' would reflect the organization's ability to make sufficient commitment to clinch and apply progressive changes in the system through updating information with applied decision making, overhauling structural responsibilities from time to time, strengthen people’s management, learning/training systems, and periodical improvisation of work process ( work flow links). With the strapping leadership of the top management, strategical partnerships are resourcefully tapped and managed which in turn reverberate impressing a positive impact on their people, customers/clientele, clientele’s business, organization's business and in turn end up contributing to the infrastructure of the nation they serve with a broader impact made on the society at large.

An ordinary travel agency took care of the practicalities of chartering trains in exactly the same way as they dealt with such matters normally. Ordinary railway staff were deployed to organise the logistics of the transport, plotting train times into schedules, passing information on through the system. The camps were built, personnel received their orders, the industry began. Some of the soldiers must have been picked out on account of their brutality, many being obvious sadists who could find outlet and indulge themselves here, while others were ordinary and, in any context, considerate men doing a job for work. Two years later they tried to remove all traces; having demolished Teblinka’s every structure they built a farm on the site and instructed the Ukrainian family they installed in it to say they had lived there always. The same occurred in Sobibor, Belzec and Chelmno, all traces gone. All around, life went on as nothing had happened.

It has become fashionable for modern workplaces to relax what are often seen as outmoded relics of a less egalitarian age: out with stuffy hierarchies, in with flat organisational structures. But the problem with the absence of a formal hierarchy is that it doesn’t actually result in an absence of a hierarchy altogether. It just means that the unspoken, implicit, profoundly non-egalitarian structure reasserts itself, with white men at the top and the rest of us fighting for a piece of the small space left for everyone else. Group-discussion approaches like brainstorming, explains female leadership trainer Gayna Williams, are ‘well known to be loaded with challenges for diverse representation’, because already-dominant voices dominate.

One promising way of redefining the meaning of ‘economist’ is to look to those who have gone beyond new economic thinking to new economic doing: the innovators who are evolving the economy one experiment at a time. Their impact is already reflected in the take-off of new business models, in the proven dynamism of the collaborative commons, in the vast potential of digital currencies and in the inspiring possibilities of regenerative design. As Donella Meadows made clear, the power of self-organisation—the ability of a system to add, change and evolve its own structure—is a high leverage point for whole system change. And that unleashes a revolutionary thought: it makes economists of us all. If economies change by evolving, then every experiment—be it a new enterprise model, complementary currency or open-source collaboration —helps to diversify, select and amplify a new economic future.

But so, too, can unproductive paths persist. The increasing returns characteristic of an initial set of institutions that provide disincentives to productive activity will create organizations and interest groups with a stake in the existing constraints. They will shape the polity in their interests…Such institutions provide incentives that may encourage military domination of the polity and economy, religious fanaticism, or plain, simple redistributive organizations, but they provide few rewards from increases in the stock and dissemination of economically useful knowledge… The subjective mental constructs of the participants will evolve an ideology that not only rationalizes the society's structure but accounts for its poor performance. As a result the economy will evolve policies that reinforce the existing incentives and organisations.

Power structures were always the same: everyone gets kicked by the people above them and then kicks the person below, especially in an organisation like the police force where rank is all-important.

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What is an individualist? Is it someone who champions individual responsibility, individual duty, even individuality itself? By no means. Individuality is one thing, individualism another. An individualist is someone who turns the individual into the center of the social order, the legal order, the world order itself; who reasons from the individual to society, to the structures which comprise society; who cannot see in those structures any independent existence beyond the conglomerates of individuals of which they are composed. The individual is the source of, and the rationale for, the institutions and laws by which society is organised and maintained.

In a short essay called ‘Liberating Life: Women’s Revolution’, Öcalan (2013) outlines the core tenets of his sociological/historico-philosophical writings. Öcalan’s fundamental claim is that ‘mainstream civilisation’, commences with the enslavement of ‘Woman’, through what he calls ‘Housewifisation’ (2013). As such, it is only through a ‘struggle against the foundations of this ruling system’ (2013), that not only women, but also men can achieve freedom, and slavery can be destroyed. Any liberation of life, for Öcalan, can only be achieved through a Woman’s revolution. In his own words: ‘If I am to be a freedom fighter, I cannot just ignore this: woman’s revolution is a revolution within a revolution’ (2013). For Öcalan, the Neolithic era is crucial, as the heyday of the matricentric social order. The figure of the Woman is quite interesting, and is not just female gender, but rather a condensation of all that is ‘equal’ and ‘natural’ and ‘social’, and its true significance is seen as a mode of social governance, which is non-hierarchical, non-statist, and not premised upon accumulation (2013). This can only be fully seen, through the critique of ‘civilisation’ which is equally gendered and equated with the rise of what he calls the ‘dominant male’ and hegemonic sexuality. These forms of power as coercive are embodied in the institution of masculine civilisation. And power in the matriarchal structures are understood more as authority, they are natural/organic. What further characterised the Neolithic era is the ways through which society was based upon solidarity and sharing – no surplus in production, and a respect for nature. In such a social order, Öcalan finds through his archaeology of ‘sociality’ the traces of an ecological ontology, in which nature is ‘alive and animated’, and thus no different from the people themselves. The ways in which Öcalan figures ‘Woman’, serves as metaphor for the Kurdish nation-as-people (not nation-state). In short, if one manages to liberate woman, from the hegemonic ‘civilisation’ of ‘the dominant male’, one manages to liberate, not only the Kurds, but the world. It is only on this basis that the conditions of possibility for a genuine global democratic confederalism, and a solution to the conflicts of the Middle East can be thinkable. Once it is thinkable, then we can imagine a freedom to organise, to be free from any conception of ownership (of property, persons, or the self), a freedom to show solidarity, to restore balance to life, nature, and other humans through ‘love’, not power. In Rojava, The Autonomous Administration of North and East Syria, Öcalan’s political thoughts are being implemented, negotiated and practised. Such a radical experiment, which connects theory with practice has not been seen on this scale, ever before, and although the Rojava administration, the Democratic Union Party, is different from the PKK, they share the same political leader, Öcalan. Central to this experiment are commitments to feminism, ecology and justice.

COLM O’GORMAN: I feel very, very strongly from my own professional perspective that if any organisation is seeking to advance the human rights of any group of individuals or population, it’s incredibly important that their positions are fully informed by an engagement with that population and with those people. So rights holders’ participation, and active rights holders’ participation, is incredibly important. And ensuring that your campaign and your calls are representative, and reflect what that rights-holder group actually want, as opposed to your assessment of it, even if you’re a member of that group, is absolutely vital. I think it’s fair to say that there was a disconnect between the case that was presented for civil partnership and the lived reality for LGBT people. Now, I don’t know if that was GLEN’s fault or even their responsibility – GLEN are GLEN, you know, they were an organisation doing a piece of work, and their structure is their structure, and their constitution is the way that they’re constituted, but I do think that there needed to be more of a considered engagement with the LGBT community in all of its diversity, you know? And it’s not white, middle-class, male, single, with concerns about pensions and inheritance and income tax and property. Those are very real concerns for people, but they’re very limited. They deny the reality of huge numbers of people. Absolutely women, and men who aren’t concerned with that. Again, it’s been really interesting in the context of the whole debate that we’ve had on prejudice [in early 2014] that you know one of the things that I think was most valuable about what Rory was certainly saying, and it’s something I feel very strongly too – prejudice is nobody’s dominion. Look at this community. Look at how this community treated lesbians. Look at the view of lesbians in this community. Or transgender people particularly. There’s no point in imagining or pretending that the LGBT community would be very different from wider society, and that power and influence wouldn’t be almost automatically in the hands of educated, middle-class, middle-aged men. That’s the way the world has been. And it’s changing thankfully, but it’s the way the world has been.

L'ultime ratio de toutes les structures et performances téléonomiques des êtres vivants est donc enfermée dans les séquences de radicaux des fibres polypeptidiques, 'embryons' de ces démons de Maxwell biologiques que sont les protéines globulaires. En un sens, très réel, c'est à ce niveau d'organisation chimique que gît, s'il y a un, le secret de la vie.Et saurait-on non seulement décrire ces séquences, mais énoncer la loi d'assemblage à laquelle elles obéissent, on pourrait dire que le secret est percé, l'ultima ratio découverte.

Audit the present situation (identify clutter), clear what’s not needed (purge) and create a structure for what you’ve kept (organise).

The second concept is design. Business models have something to do with how organisations function, specifically in terms of the structures and relationships that govern behaviours and activities.

The potency of design is related directly to these structural/organisational matters, after all, particularly in respect of strategic design. The consultancy model simply does not have the necessary freedom to radically change the brief, to work the context, to search for strategic solutions outside of its engagement.

Every entrepreneur is free to decide how to structure their company, how to embed and lead the people in it, and how to organise the implementation of tasks. Smart entrepreneurs will try to understand the different options, methods and approaches available before implementing, modifying or rejecting them.

You can just about get away with being a novelist who doesn’t have a great grasp of structure, for instance, but it’s very hard to do that in theatre; conversely, a play that is beautifully organised but has no driving metaphor, no inner life, will be received by audiences as being very efficient but very dead.

organised structure is the most precious thing in the universe

Many organizations, oblivious that good work culture has the propensity to propel the organization to the next well, turn deaf ears and blind eyes to the cold culture that has inevitably developed within the structure due to lack of supervision and timely strategic advice and training. The higher management may view the work culture that has developed within the company as ancillary to business progress and lunge it across to the HR department to magically iron the creases of an involuntarily besmirched work culture or blunt work culture.

Despite what’s often written, Mind Mapping’s not appropriate for joint brainstorming sessions. The technique’s not best suited to this. Mind Mapping proves useful, however, when generated ideas need to be organised and structured so they can be taken further.

You don't fix unfairness with more unfairness; you don't get a fair go by denying one to someone else. You get a fair go by organising; by standing alongside everyone else who's in the same situation and insisting on rules that ensure fairness.

Often as people start the journey towards developing greater self-compassion roadblocks appear. One of these might be the environment in which they work or love. Unfortunately, many people work in organisational settings that are toxic. Maybe the work is demanding, colleagues are critical towards each other or superiors are unsupportive. In some examples, workers in conditions like these are given mindfulness and self-compassion programs to make things better, but this totally neglects the systemic changes needed to make the workplace healthier. It also implies the problem is not the workplace structure of culture, but the individual. It suggests that if you just had greater resilience, mindfulness or self-compassion you would be able to cope with the demands.

So organisational structure we see, as the banyan tree. You have a banyan tree and it has its shaakhas (vines) which take root and then it sprawls and it sprawls.” The vines become trunks themselves and then a day comes, when the original is no more identifiable. They are vad ka ek van – a sprawling forest within the same, ever-expanding tree.

So organisational structure we see, as the banyan tree. You have a banyan tree and it has its shaakhas (vines) which take root and then it sprawls and it sprawls.

Whatever the religion, we are formatted to accept hierarchy without any questions and while most management studies discuss business models, organisation and power structure, they seldom question the different types of hierarchies. One has to wonder if this hierarchy really is an absolute truth…

In fact, the brain is the best and most efficient organisational structure known in nature. Each element – each neuron – has the same constituency, but its level of influence varies dynamically according to the function of a specific movement. Every neuron is equally important in the fulfilment of their common mission of governing our lives

As mandatory reporting laws and community awareness drove an increase its child protection investigations throughout the 1980s, some children began to disclose premeditated, sadistic and organised abuse by their parents, relatives and other caregivers such as priests and teachers (Hechler 1988). Adults in psychotherapy described similar experiences. The dichotomies that had previously associated organised abuse with the dangerous, external ‘Other’ had been breached, and the incendiary debate that followed is an illustration of the depth of the collective desire to see them restored. Campbell (1988) noted the paradox that, whilst journalists and politicians often demand that the authorities respond more decisively in response to a ‘crisis’ of sexual abuse, the action that is taken is then subsequently construed as a ‘crisis’. There has been a particularly pronounced tendency of the public reception to allegations of organised abuse. The removal of children from their parents due to disclosures of organised abuse, the provision of mental health care to survivors of organised abuse, police investigations of allegations of organised abuse and the prosecution of alleged perpetrators of organised abuse have all generated their own controversies. These were disagreements that were cloaked in the vocabulary of science and objectivity but nonetheless were played out in sensationalised fashion on primetime television, glossy news magazines and populist books, drawing textual analysis. The role of therapy and social work in the construction of testimony of abuse and trauma. in particular, has come under sustained postmodern attack. Frosh (2002) has suggested that therapeutic spaces provide children and adults with the rare opportunity to articulate experiences that are otherwise excluded from the dominant symbolic order. However, since the 1990s, post-modern and post-structural theory has often been deployed in ways that attempt to ‘manage’ from; afar the perturbing disclosures of abuse and trauma that arise in therapeutic spaces (Frosh 2002). Nowhere is this clearer than in relation to organised abuse, where the testimony of girls and women has been deconstructed as symptoms of cultural hysteria (Showalter 1997) and the colonisation of women’s minds by therapeutic discourse (Hacking 1995). However, behind words and discourse, ‘a real world and real lives do exist, howsoever we interpret, construct and recycle accounts of these by a variety of symbolic means’ (Stanley 1993: 214). Summit (1994: 5) once described organised abuse as a ‘subject of smoke and mirrors’, observing the ways in which it has persistently defied conceptualisation or explanation.

And we see such hierarchy in the organisation of the Homo erectus settlement of Gesher Benot Ya’aqov. But hierarchy is something that would only be needed in direct proportion to the growth of complexity in communication content – what is being talked about – as information flow grew faster and more complex. Information-rich communication, especially when coming at high rates of speed typical of human languages, will be aided, just as Simon predicted, by being structured in particular ways.

in one of the most famous papers of the twentieth century, ‘The Architecture of Complexity’, Simon wrote that the central theme that runs through my remarks is that complexity frequently takes the form of hierarchy, and that hierarchic systems have some common properties that are independent of their specific content. Hierarchy, I shall argue, is one of the central structural schemes that the architect of complexity uses. And also: I have already given an example of one kind of hierarchy that is frequently encountered in the social sciences: a formal organisation.

And as the Stasi began to pay more and more attention to the new network, they made the same mistake they had when trying to break up the punk scene a few years before: they sought to identify leaders and focus on undermining them. The Stasi assumed every organisation had a top-down structure like the Stasi, like the Party, like the dictatorship.

Il ne s'agit pas ici de faire le procès, encore moins l'éloge de la colonisation européenne de l'Afrique, mais simplement de marquer que cette colonisation comporte, comme presque tous les phénomènes qui résultent des chocs de civilisation, un actif et un passif culturels. Ce n'est pas prendre la défense de la colonisation, de ses laideurs, voire de ses atrocités ou de ses indéniables bouffonneries (achat de vastes territoires contre quelques rouleaux d'étoffe ou un peu d'alcool), que d'admettre que le choc en a été souvent décisif et même finalement bénéfique pour les structures sociales, économiques et culturelles des peuples noirs colonisés. En fait, ç'a été, au lendemain de l'acte final du Congrès de Berlin (1885), la dernière très grande aventure de l'expansion européenne. Et si cette mise sous tutelle tardive a été de brève durée (moins d'un siècle), la rencontre s'est faite à vive allure, alors que l'Europe et l'économie mondiale se trouvaient en plein essor. C'est une société industrielle adulte, exigeante, disposant de moyens modernes d'action et de communication, qui a heurté et investi le monde noir. Et celui-ci est réceptif, plus mobile que les ethnographes ne le supposaient hier encore, capable de saisir des objets et des formes que l'Occident lui propose et, surtout, de les réinterpréter, de les charger de sens nouveau, de les lier, chaque fois que la chose est possible, aux impératifs de sa culture traditionnelle. [...] En parlant d'un certain actif de la colonisation, nous ne pensons pas à ces biens purement matériels, routes, voies ferrées, ports, barrages, à ces mises en marche d'exploitations du sol et du sous-sol que les colonisateurs ont installés dans des buts hautement intéressés. Ce legs, aussi important qu'il paraisse parfois, serait de peu d'utilité et éminemment périssable si les héritiers n'avaient aussi acquis, au cours de la pénible épreuve de la colonisation, de quoi leur en permettre aujourd'hui l’utilisation rationnelle. L'enseignement, un certain niveau de la technique, de l'hygiène, de la médecine, de l'administration publique, sont les meilleurs biens légués par les colonisateurs, la contrepartie positive aux destructions opérées par le contact européen dans les vielles habitudes tribales, familiales, sociales, sur lesquelles reposaient toute l'organisation et toute la culture.

It’s not enough to have inner discipline. We also need to follow an outer discipline—a system of principles and behaviors—to channel our energies, thoughts, and emotions productively. A system that adds some structure to the constantly changing flux of information that we interact with every day.

David Hume saw that the market made it possible ‘to do a service to another without bearing him a real kindness’ (1739/1886:II, 289) or even knowing him; or to act to the ‘advantage of the public, though it be not intended for that purpose by another’ (1739/1886:II, 296), by an order in which it was in the ‘interest, even of bad men to act for the public good’. With such insights, the conception of a self-organising structure began to dawn upon mankind, and has since become the basis of our understanding of all those complex orders which had, until then, appeared as miracles that could be brought about only by some super-human version of what man knew as his own mind. Now it gradually became understood how the market enabled each, within set limits, to use his own individual knowledge for his own individual purposes while being ignorant of most of the order into which he had to fit his actions.

Our earlier claim, that acquired traditions serve as ‘adaptations to the unknown’, must then be taken literally. Adaptation to the unknown is the key in all evolution, and the totality of events to which the modern market order constantly adapts itself is indeed unknown to anybody. The information that individuals or organisations can use to adapt to the unknown is necessarily partial, and is conveyed by signals (e.g., prices) through long chains of individuals, each person passing on in modified form a combination of streams of abstract market signals. Nonetheless, the whole structure of activities tends to adapt, through these partial and fragmentary signals, to conditions foreseen by and known to no individual, even if this adaptation is never perfect. That is why this structure survives, and why those who use it also survive and prosper.

Hardly any one hires an organization architect to prepare an organization structure. That is one of the reasons, Houses last longer than the organizations.

The way architects focus not only on the structure. They design interiors as well. Similarly organizations also need interior designing.

In the conservative ideologies of the rich and powerful, the principle of control is much more comfortable than is trust and support for self-organization. An ideology of control justifies intervention by those forces of containment, such as military and police, to maintain order and protect the structures of power and wealth. On the contrary, allowing an increase in the self-organization of processes might bring about more beneficial solutions for the whole, but could endanger the position of those now in control.

The importance of taking this realist approach to power and politics is not only theoretical or academic, but also has practical implications. Those who wish to bring about political change cannot hope to do so if they adopt populist methods or have faith that at some point a critical mass of the public will suddenly reach a ‘tipping point’ after which elites will be inevitably toppled. Change always takes concerted organisation and cannot hope to be achieved simply by convincing the greatest number of people of your point of view. Power does not care, in the final analysis, how many likes you got on your Twitter account. In practice, the great bulk of people will adjust to new realities after the fact of change and reorient themselves to the new power structure one way or the other. In any case, ‘manufacturing consent’ can only be carried out once a group is de facto in power. A group may achieve de jure power only to find that they cannot execute or manufacture consent because they have not achieved de facto power—and, realistically, de facto power is the only power that counts.