Dive into the parallels between the structure of our brain and modern organisations. Discover how synchronisation in both systems leads to emergent properties and adaptability.
Are cortical columns the building blocks of our thinking?
Yes, cortical columns have a
- Functional specialisation: each pillar has its task
- They have vertical integration: information processing across layers
- Lateral connections: Communication between columns
- Dynamic reconfiguration: adaptation to new tasks
Companies as ‘cortical columns’?
- Departments are specialised units
- Vertical integration from operational to management level
- Horizontal communication between departments
- Agile adaptation to market conditions
Synchronisation is the key to success?
In the brain:
- Integration of information from different areas
- Development of coherent perceptions and cognitions (Varela et al., 2001)
In companies:
- Interdepartmental cooperation
- Knowledge spiral through interaction (Nonaka and Takeuchi, 1995)
Which emergent properties are created by synchronisation?
In the brain:
- Complex cognitive functions
- Perception and decision-making
In companies:
- Corporate culture
- Innovative ability
- Strategic adaptability
What are the strengths and limitations of this analogy?
Strong points:
- Balance between specialisation and integration
- Cross-scale synchronisation
- Adaptivity and dynamic reconfiguration
- Emergence of complex properties
Limits:
- Different degrees of intentionality
- Complexity of interactions
- Different time scales for customisation
What are the implications for organisational theory and management?
- Optimising the balance between specialisation and integration
- Role of ‘hub departments’ in company synchronisation
- Improvement of the dynamic reconfiguration capability
- Development of methods for measuring and optimising ‘company synchronisation’
Is this a fruitful model for complex organisational processes?
The analogy between cortical pillars and corporate structures offers new perspectives for organisational design and management. It underlines the importance of specialisation, integration and adaptivity in both systems.
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