OVER ORGANISATIES DIE NIET ENKEL AAN ZICHZELF DACHTEN
OVER ORGANISATIES
DIE NIET ENKEL AAN ZICHZELF DACHTEN
In de 20ste eeuw veranderde de manier waarop de wetenschap naar organisaties keek. Strak gemanagede, verticale organisaties zouden aan belang inboeten, ten voordele van een horizontaler organiseren: een werkvloer waarbij iedereen zo gelijkwaardig mogelijk inspraak krijgt. Maar zijn dat soort organisaties niet iets voor hippies?
Zonder managers?
Verticaal organiseren blijft vandaag de dominante manier van organiseren. Met haar strakke, bureaucratische regels, afgelijnde taken en met als vanzelfsprekend, de nodige managers. Maar als we de honderden wetenschappers die schrijven over horizontaal organiseren mogen geloven, is deze hedendaagse manier van organiseren om verschillende redenen passé en out-dated.
De opkomst van meer horizontale organisaties zou, althans volgens hen, niet meer te stoppen zijn. ICT maakt het gemakkelijker om interactief en dus niet langer hiërarchisch informatie te delen. Onze steeds sneller veranderende omgeving vereist ‘agile organisations’ - meer horizontale organisaties waarbinnen iedereen snel kan meedenken over oplossingen. De jeugdigen onder ons dulden geen leiders meer en zoeken steeds meer naar zingeving bij de invulling van hun job. En verticale organisatie zou meer competitieve mensen voortbrengen. Er zijn dus redenen genoeg om te geloven dat horizontale organisatie in opmars is. Waarom horen we daar dan niet meer van?
Many histories
De literatuur over dit onderwerp is versplinterd. Er bestaan onnoemelijk veel termen die hieronder schuilen, zoals ‘sharing economy’, ‘circular economy’, ‘cocreatie’, ‘self-managing teams’, etc. Toch valt het meeste onderzoek hiernaar te categoriseren onder vier termen: ‘zelforganisatie’, ‘participatie’, ‘commons’ en ‘coöperatieven’.
Wetenschappelijke literatuur rond dit thema haalt bijna altijd een stuk geschiedenis aan. Daarin wordt duidelijk dat er een verschuiving plaatsvond in de 20e eeuw. Organisaties werden gedurende de vorige eeuw steeds meer erkend als socialiserende instellingen.
The economic view on things 
Organisaties kunnen verschillende doelen hebben. Een economisch doel; voldoende winst maken ter overleving, versus culturele en sociale; het creëren van betere omstandigheden. Het eerste doel werd al snel wetenschappelijk onderbouwt. Welke setting het meeste winst oplevert is ook gemakkelijker wiskundig te bewijzen. Het effect van culturele of betere sociale omstandigheden valt moeilijker te meten.
Voor de moderniteit waren er al horizontale organisaties, die én een gezonde winst nastreefden, én betere sociale omstandigheden verkregen op democratische wijze. Met als gevolg dat de eerste empirische theorieën over de emanciperende voordelen van horizontaler organiseren al ontstonden gedurende de eerste helft van de 20ste eeuw.
Maar dan volgde een storm van wetenschappelijke kritiek. Er werd sceptisch gekeken naar deze organisatiestructuren. Ze werden als uitstervend beschouwd vanwege hun inefficiëntie. ‘Scientific management’ zwaaide dan ook de scepter gedurende de eerste helft van de 20ste eeuw. Bedrijven moesten kiezen tussen sociale of economische doelen, de beide combineren zou nefast zijn. Het bekendste voorbeeld daarvan is allicht de rond 1955 geschreven theorie ‘the tragedy of the commons’. Collectief goederen beheren was ‘not done’.
A cultural understanding of organizations
In de jaren ’50 organiseerden mijnwerkers, tegen het gezag in, zich toch horizontaler. Wanneer dit meer efficiënt bleek, moesten wetenschappers hun theorieën wel bijstellen. Al bleef dit in strijd met de traditionele economische theorieën en waarden.
Langzaamaan ontstond een steeds bredere, interdisciplinaire blik op wat organisaties zijn. In 1962 schreef socioloog Presthus over hoe organisaties ‘minituursamenlevingen’ werden, hoe de dominante waarden van de samenleving steeds meer in organisaties werden weerspiegeld, en hoe dit kan leiden tot de vervreemding van de mens. We begonnen, honderd jaar na Marx, toe te geven dat organisatiestructuren ons socialiseren
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De aanvaarding van onze beïnvloedbaarheid
Tegen de jaren ’80 waren verschillende wetenschappers het eens met de stelling ‘How we organize ourselves changes the way we think, feel and act, and the other way around’. Dit leidde tot steeds meer onderzoek naar de gevolgen van een werkomgeving op menselijk gedrag – waarbij de mens centraal komt te staan en niet langer het product of de winst.
En, gezien de ecologische crisis niet geheel onlogisch, drong ook een andere vraag zich op: ‘wat voor effect willen we dat organisaties hebben op onze samenleving?’ Vanaf 1980 en vooral rond 2000 werd dit soort literatuur langzaam een hot topic. Organisaties werden niet langer als louter een economische, maar ook als socialiserende instelling binnen een ecologie erkend.
Why horizontal organization
Steeds meer werden de mensbeelden die schuilen achter beide organisatievormen ontmaskerd. In onze huidige verticale organisaties, gebaseerd op winstbejag, staan de economische doelen en concurrentie voorop en moeten mensen maar volgen, met al het menselijk en niet-menselijk leed tot gevolg.
Binnen horizontaler organisaties staan mensen centraal, net als het denken over hoe het beter kan. Recent onderzoek toont aan hoe horizontaler organisatie kan leiden tot meer welzijn en minder burn-outs door gevoelens van autonomie, competentie en verbondenheid te versterken. Welke wetenschappers willen en kunnen deze altruïstische boodschap doorgeven aan beleidsmakers? Zijn we als samenleving klaar om deze boodschap te ontvangen?
The role of science
Waarom werden horizontale organisaties simpelweg als minderwaardig bestempeld? Dat winst maken en socio-culturele doelen nastreven tezamen kan gaan, bewijzen de betrokken organisaties. Het is dus een keuze. Waar liep het dan fout? Wetenschappers toonden aan wat ze konden aantonen. De keuze - die uiteindelijk altijd een morele keuze zal blijven - werd voordien gemaakt op basis van beperkte informatie, enkel vanuit een economisch perspectief - toevallig of niet, maar dit was een perspectief ten voordele van de machtigen, de ‘winststofzuigers’. Het wordt tijd dat organisaties “volwassen worden” en niet langer enkel aan zichzelf denken.
Hoe we ons organiseren hangt nauw samen met ons mensbeeld en met hoe we onze gedeelde geschiedenis ervaren. Het bijeenbrengen van de gefragmenteerde literatuur over horizontaal organiseren moet helpen onze geschiedenis correcter te begrijpen, om onze “fouten in te zien”. De verticale organisatiestructuur bleek opmerkelijk resistent tegen verandering door de met elkaar verweven, versterkende en als vanzelfsprekend beschouwde normen, denkwijzen en culturele aannames. Er bestaan vele redenen om te geloven dat horizontale organisatie in opmars is. Het besef dat we nog maar recentelijk breder begrijpen wat organisaties betekenen voor onze samenleving en onszelf, maakt het boeiend en relevant om deze redenen verder te onderzoeken.
Al het gebruikte fotomateriaal is afkomstig van Creative Commons
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