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Decision and Organisation

Organisations would be better called ‘Process of organising’, because they are not a thing which is unchanging, independent and thus determinable. But then, immediately, the question arises: what is actually being organised? The answer is communication. Therefore, organisations are processing patterns for communication. Aah! And what does that mean?

If organisations consisted of people or actions or things, amongst other matters, then it would not be explainable why they are able to remain stable even during replacement. But if we understand that organisations develop rules for the repetition of communications, they then gain stability beyond the acting people or things. Communication patterns emerge: “We will talk about that at this point in time” (=meeting)! When A tells B that he should do Y, then B will do this (=instructions from the manager). This may sound banal. But for the manager and the consultant it is successful: because it is implicit that one always interacts by communicating.

Organisational communication has the specific peculiarity that it revolves around decisions. Organisations stand under pressure to decide, because they ‘are’ cultivated conflicts (in particular with regard to the guiding processes). Organisations decide and communicate about decisions. Every day, everywhere, everyone.