A good post here on the “messy and chaotic” actual world of real organisational life. The emphasis on personal networks that work across and between the formal organisation structures – people both subvert the formal organisation while simultaneously ensuring that the organisation functions (or achieves a lot more than just functioning). The emphasis on management as trying to control this is historically correct and has generated a lot of benefits in the past. But … we’re increasingly seeing, in companies like Google and Gore that real and massive value is generated in this chaos (may be through the social capital o organisational learning). As is expressed elsewhere in his blog, the long reach for managerial control destroys the potential of this chaos (and this is also well expressed by Gary Hamel)