Problems of the Hierarchy
In hierarchically shaped organisations – and these are the most frequent – the top of the hierarchy, with its decisions, usually delivers the decision premises for those below it. The problem is as simple as it is daunting: But nor do those at the ‘top‘ know any better
- what they decide,
- what is decided, with these decisions, before, afterwards and at the same time,
- or how their decisions are viewed and how they are implemented and
- what decisions are affected by their decisions.
They know so little, that it is actually astonishing that the hierarchy could believe such decisions were rational, that they could oversee what might be affected by them, and that they could ensure the acceptance of those decisions. To a certain extent everyone closes their eyes to the ignorance of the hierarchies. Therefore, a rationality is attributed to the function of ‘leadership’, which is factually unattainable. In order that this remains invisible, there is an inner tendency within organisations to provide the top of the hierarchy with more data for planning. As a result administrative departments and organisational consultants increase in numbers. This, inevitably, increases the already existing complexity further. The fact that so much illusory knowledge in the background psyche of the hierarchies creates permanent fears and excessive demands, is to be expected and, in such a person’s consultation process, it is almost always visible.