This industrial-age paradigm operates on a principle I call “predict and control”: they seek to achieve stability and success through up-front planning, centralized control, and preventing deviation. Rather than continually evolving an organization’s design on the basis of real tensions sensed by real people, the predict-and-control approach focuses on designing the “perfect” system up front to prevent tensions (and then on reorganizing once those at the top realize they didn’t quite get it right).
