They are living, breathing, complex adaptive systems comprised of a series of organizational networks (departments) that are driven by human, "tribal" networks (teams). Organizations Are Not Machines Organizations Are OrganismsĪgain, organizations are not machines driven by strict laws of science. It isn’t even really with management, because they are trying to increase engagement as well. So, if 70% aren’t engaged and 70% want to be engaged, then clearly the problem isn’t with the workforce. While Gallop surveys show around 70% of employees aren't engaged, they also have found that 70% of the workforce would actually like to be engaged in their work. No one has really liked the numbers, and much of the blame for them has been put on the worker. We have seen these figures for so long that we accept them as the best we can expect. ![]() Gallup estimates this lack of engagement to cost businesses $500 billion annually. ![]() Decades of statistics show how using Newtonian models to build and lead living organisms has resulted in around 70% of people not being engaged in their work. Proof of this can be seen by the fact that average employee engagement percentages hover in the mid to low thirties year after year. Applying Newtonian principles to a highly complex, living organism is a fundamentally flawed approach that will consistently yield extremely poor results-which it clearly has. This caused a problem, though, because organizations are not machines. The org chart was the model that perfectly both reflected and perpetuated that thinking.
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