1. Cortical columns in the brain:
Cortical columns, first described by Mountcastle (1957), are functional units in the neocortex that consist of vertically arranged groups of neurons and have similar response characteristics [1]. These columns often work synchronously and form larger functional units.
Characteristics of cortical columns:
a) Functional specialisation: Each column is specialised in certain types of information processing.
b) Vertical integration: Information is processed across different layers of the cortex.
c) Lateral connections: Columns also communicate horizontally with neighbouring columns.
d) Dynamic reconfiguration: The functioning of the columns can adapt depending on the task and context.
A: Shows the distribution of different types of neurons in a column of the barrel cortex.
C: Visualises the network of dendrites (cell processes) of these neurons, including the distribution of spinous processes.
E: Visualises the axons (nerve fibres) from the thalamus (VPM) projecting into this cortex region and their connection points (boutons). Oberlaender, M., et. al. (2012). Cell Type-Specific Three-Dimensional Structure of Thalamocortical Circuits in a Column of Rat Vibrissal Cortex. Cerebral Cortex, 22(10), 2375-2391. https://doi.org/10.1093/cercor/bhr317
2. Analogy to companies:
We can observe similar structures and processes in companies:
a) Departments as ‘cortical pillars’:
Departments in companies can be seen as analogous to cortical columns. Each department specialises in certain functions (e.g. finance, marketing, production).
b) Vertical integration:
Similar to cortical columns, there is a vertical integration of information in companies, from the operational level to top management.
c) Lateral connections:
Organisations are increasingly promoting horizontal communication between departments, similar to the lateral connections between cortical columns.
d) Dynamic reconfiguration:
Modern organisations strive for agility and the ability to adapt quickly to changing market conditions, which is similar to the dynamic reconfiguration of cortical networks.
3. Synchronisation in both systems:
a) In the brain:
Synchronisation between cortical columns enables the integration of information from different functional areas. Varela et al. (2001) describe how this synchronisation contributes to the development of coherent perceptions and cognitions [2].
b) In companies:
Synchronisation between departments is crucial for the success of the company. This can be achieved through common goals, project teams and communication platforms. In their theory of the knowledge spiral, Nonaka and Takeuchi (1995) describe how knowledge is generated and disseminated through the interaction of different areas of the organisation [3].
4. Emergent properties:
a) In the brain:
The synchronisation of cortical columns gives rise to complex cognitive functions such as perception, decision-making and image awareness.
b) In companies:
The synchronisation of departments leads to emergent properties such as corporate culture, innovative ability, strategic adaptability and a corporate image.
5. Discussion of the analogy:
Strengths of the analogy:
a) Functional specialisation and integration:
Both systems show a balance between specialisation and integration, which is important for complex information processing and decision-making.
b) Cross-scale synchronisation:
In both cases, synchronisation is important at different levels – from individual neurons/employees to larger functional units.
c) Adaptivity:
Both systems demonstrate the ability to dynamically reconfigure in response to changing requirements or environments.
d) Emergence:
In both cases, synchronisation leads to emergent properties that are more than the sum of their parts.
Limits of this analogy:
a) Intentionality and control:
Organisations have a higher degree of intentional control and strategic planning than the brain.
b) Complexity of interactions:
Interactions in companies are often structured by explicit rules and hierarchies, whereas neuronal interactions tend to be emergent.
c) Time scales:
The time scales for adaptation and synchronisation differ significantly between neural and organisational systems.
6. Implications and research questions:
This analogy opens up interesting perspectives for organisational theory and management:
a) How can companies optimise the balance between functional specialisation and integration?
b) What role do ‘hub departments’ or interface functions play in the synchronisation of companies, analogous to important nodes in the brain?
c) How can organisations improve their ability to dynamically reconfigure to better respond to change?
d) What methods can be developed to measure and optimise ‘synchronisation’ in companies?
In summary, the analogy between the synchronisation of cortical columns and synchronisation in companies offers a useful model for understanding complex organisational processes. It underlines the importance of specialisation, integration and adaptivity in both systems and could lead to new approaches in organisational design and management.
[1] Mountcastle, V. B. (1957). Modality and topographic properties of single neurons of cat’s somatic sensory cortex. Journal of neurophysiology, 20(4), 408-434.
[2] Varela, F., Lachaux, J. P., Rodriguez, E., & Martinerie, J. (2001). The brainweb: phase synchronization and large-scale integration. Nature reviews neuroscience, 2(4), 229-239.
[3] Nonaka, I., & Takeuchi, H. (1995). The knowledge-creating company: How Japanese companies create the dynamics of innovation. Oxford university press.