Complex organizations

Many have responded positively to my new logo. For me, it symbolizes the complexity of organizations and the role of the consultant. The idea of a maze inspires it.

You often see it in vacancies; the candidate must have experience working in a complex organization. This means you know how to work through a maze of opposing interests and achieve your goal despite institutional opposition.

Many, if not all, organizations are complex. Complexity usually does not refer to a complicated corporate structure or labyrinthine housing. Instead, it concerns how work processes and relationships are organised and managed and their associated issues and emotions. That quickly gives the feeling of a maze where you can get lost.

After more than 25 years of working at Erasmus University, I can relate to that. No organization is as complex and labyrinthine as (this) university. In addition to numerous hierarchical relationships, systemic relationships and contradictions (both internal and external) and leadership issues play a role.

I look at teams and organizations from a systemic perspective. They increasingly operate as network nodes, with permanent exchange and mutual influence between ‘inside’ and ‘outside’. If you want to support teams and give them confidence, you must make that complexity or that maze of connections transparent.

In addition, teams and management benefit from looking at the emotional level. This remote part of the labyrinth is often underestimated in organizations. Emotions and tensions can lead to dysfunctional or neglected teams, friction between management and employees, faltering policies, resistance to change or an exodus of staff.

As a consultant, you are also a guide, offering reflective space and providing insights with which those involved can master the labyrinth independently and again #workwithtrust.

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