In the paper “Mechanistic Design for SEI” the author speaks about organic design, meaning that organization develops and re-organizes spontaneously as a living organism, but not because of directives issues of CEOs. This approach is considered to be ‘mechanic’…
They do not have to arrange a meeting with a boss to discuss the internal problems in their teams to consult on the issues what team should they join now. As branches of a tree do not ask permission from a tree to grow in any direction they ‘consider’ appropriate, employees behave the same.
Secondly, employees are mobile in choosing the place of work. In traditional organizations with bureaucracy and mechanic approaches to organization design, usually, CEO or his executive vice-presidents are those responsible for changing roles and consequently places of work of employees. A change of a place from a typical ‘box-like’ office to a private office is considered a big success and cannot be achieved only by internal motives of an employee. However, SEI being involved in a kind of business where they have to compete by the power of brains of their employees understands that the better its employees perform the better performs SEI. So, if changing the physical place of work might stimulate the productivity of a particular worker, so be it. According to a case study, employees in SEI usually change the physical place of work up to two times a year (West, and Wind, 27). They do it themselves, without requesting permission, because management empowers them as if they were owners. The same we can find in nature. Bees, for example, have no directions from their queen where particularly should they pollinate flowers, so they ‘have their own ideas’ were to do it. However, they know and understand the ‘corporate’ rules and goals of the hive. Pollen should be delivered no matter from where. They are free to choose the location of their ‘work’ and the same could be said towards the employees in SEI (within reasonable limits, of course).
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