The Utility of Disorder

Disorder necessarily is introduced, or makes itself felt or observed, when a businesses is undergoing a fundamental transition — when former thought-leaders or key personnel defect or are replaced, or in the event that key personnel grow collectively apathetic. A business that will be helmed by a new leader, or one that is ripe for a buyout, will also begin to show symptoms of disorder, as the status enjoyed by upper management as a private interest is shaken by the prospect of reorganization.

The business in transition takes on, incidentally, the appearance of a foundering business, and doubt is sewn throughout the ranks. Doubt, alone, exacerbates disorder, and soon additional symptoms of systemic malaise are exhibited, in spite of the fact that an interest’s chief imperatives remain unchanged. The transitional business, especially one that is preparing to launch anew, perhaps secretly, under a new flag, must persevere through the side-effects that are the cost of flirting with an anti-structural endeavor, whether it be re-branding or an outright sale. There is no sure tool with which the length of a company’s descent into anti-structure may be accurately forecasted; weeks may pass, or months, or longer.

Few companies are prepared for the irregular phenomena that penetrate the organization subsequent to a commitment to what may amount to a galvanic change; change ushers in first shadows of the irregular, then solid emissaries that will divest a business of all that seemed once to draw profit from rational decision-making by an executive inner party turned inside-out. This is the point at which a business comes under the influence of a hidden hand — one that is faceless.

The ship is once more helmed, now by ghosts…

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