Flat and decentralized social structure

Decentralization is a form of social relations and content proction formed in the development of the Internet. It is a new type of network content proction process relative to "centralization"

decentralizing is not to do without the center, but to let the nodes freely choose and decide the center. In short, centralization means that the center determines the node. The node must depend on the center, and the node cannot survive without the center. In a decentralized system, anyone is a node, and anyone can be a center. Any center is not permanent, but phased, and no center is mandatory for nodes

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from the perspective of Internet development, decentralization is the form of social relationship and content proction formed in the process of Internet development, and is a new type of network content proction process relative to "centralization"

compared with the early Internet (WEB 1.0) era, today's Internet (Web 2.0) content is no longer proced by professional websites or specific groups of people, but is the result of the joint participation and equal power of all Internet users. Anyone can express their views or create original content on the Internet to proce information together

with the diversification of network service forms, the decentralized network model becomes more and more clear and possible. After the rise of Web2.0, the services provided by Wikipedia, Flickr, blogger and other network service providers are decentralized. Any participant can submit content, and Internet users can create or contribute content together

after that, with the emergence of more simple and easy-to-use decentralized network services, the characteristics of Web2.0 become more and more obvious. For example, the birth of services more suitable for ordinary Internet users, such as twitter and Facebook, makes it easier and more diversified to proce or contribute content to the Internet, thus enhancing the enthusiasm of Internet users to participate in the contribution and recing the threshold of procing content. Eventually, every netizen becomes a tiny and independent information provider, making the Internet more flat and content proction more diversified

Decentralization is a form of social relations and content proction formed in the development of the Internet. It is a new type of network content proction process relative to "centralization"

decentralizing is not to do without the center, but to let the nodes freely choose and decide the center. In short, centralization means that the center determines the node. The node must depend on the center, and the node cannot survive without the center. In a decentralized system, anyone is a node, and anyone can be a center. Any center is not permanent, but phased, and no center is mandatory for nodes

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in a system with many nodes, each node has a high degree of autonomy. Nodes can connect freely to each other to form a new connection unit. Any node may become the stage center, but it does not have the mandatory central control function. The influence between nodes will form nonlinear causality through the network. This open, flat and equal system phenomenon or structure is called decentralization

with the deepening of the interaction between subject and object, the constant balance of cognitive function and the continuous improvement of cognitive structure, the indivial can be released from the egocentric state, which is called decentralization

The characteristics and transmutation process of flat organizational structure itself require that it must change the organizational model of traditional instrial enterprises. The flattening trend, which adapts to the drastic changes of internal and external environment, not only makes the traditional pyramid organization model lose its effectiveness, but also changes the organization model between enterprises. Throughout the process of internal and external organizational change, knowledge sharing and cooperation between departments and organizations are unique to flat organizations
knowledge team is the foundation of internal organization of flat organization. Drucker, a famous American management expert, pointed out that "because modern enterprise organizations are composed of knowledge experts, enterprises should be formed by equal people and colleagues. There is no distinction between high and low knowledge. Everyone's performance is determined by his contribution to the organization rather than his status. Therefore, modern enterprises should not be composed of bosses and subordinates, they must be composed of equal teams. " In essence, a flat organization can be regarded as a knowledge system. The establishment of its competitive advantage mainly lies in how to integrate, create and manage the knowledge and information owned by the organization in a lean organization, so as to face the market and users more directly. In order to support the integration, creation and management of this kind of knowledge and information, the flat organization does not take the function as the unit, but forms a dynamic knowledge team. This team combines the indivial and the organization, promotes the dominance and substantiation of user knowledge, and finally forms a complete and unified market knowledge and transformation mechanism. Fundamentally speaking, the operation core of flat organization is to continuously release the overall knowledge energy through the self-management of knowledge team, so as to realize the innovation and expansion of enterprise value creation space
knowledge team
the reason why a team can become the foundation of a flat organization is actually related to the basic characteristics of a flat organization. In a flat organization, human resources become the first resource of the organization, and the essence of human resources is the knowledge, information, skills and so on condensed in people. The high demand of human resources for flat organization makes knowledge workers become the main carrier of enterprise knowledge (especially market knowledge and user knowledge). The decentralization and flattening of organization caused by the downward shift of decision center jointly promote the team to replace the bureaucracy
team specialization
the goal of knowledge team operation is to share, transform and innovate knowledge and information. In order to achieve this goal, only self-management knowledge experts are really relied on. For example, a strategic consulting project needs knowledge in marketing, proction, human resources and other related fields. Knowledge team members should have their own areas of expertise. The completion of team tasks requires the cooperation of experts in these different fields, The process of cooperation is also the process of mutual learning and the process of knowledge sharing, transformation and transfer. Through face-to-face work and exchange of experts in different fields, the generation of cross knowledge is actually the innovation of knowledge. Therefore, the specialization of knowledge team members' roles is the premise and foundation of team knowledge chain capability amplification mechanism
set team goals
as the main body of knowledge chain in flat organization, knowledge team must have its own knowledge goals. At the same time, as a basic unit of the organization, the knowledge objectives of the team must meet the requirements of the overall knowledge development of the flat organization, or the efficiency of the team knowledge chain must meet the overall knowledge evolution objectives of the organization. Therefore, setting team goals is not only the team's common vision, but also concive to the stability and innovation of the team's own knowledge. More importantly, it can achieve the effective integration with the organizational knowledge chain and obtain the synergy effect of knowledge
establishing a support structure
as the organizational foundation of a flat organization, knowledge team is bound to involve the interface with the enterprise as a whole. When setting the team goals, it is required that the team goals should be consistent with the enterprise goals, but there are many uncontrollable factors in the implementation process. In order to coordinate and maximize the team's knowledge and energy, it is very important to improve the external organizational support structure of the team. The team mode of flat organization takes knowledge chain team as the core of work, with high-level knowledge team for coordination and expert system for necessary support. Knowledge is not only distributed internally (leading to the decision center moving down), but also distributed externally. Flat organization is not a knowledge island. In order to better serve the market, it must absorb the knowledge of suppliers, customers, competitors and other external organizations in the process of operation, and the competitive advantage of flat organization lies in the close relationship between its stakeholders
knowledge cooperation mechanism
the flat organization has the characteristics of knowledge chain structure, and the knowledge team can be regarded as a knowledge chain. The team selects, absorbs, memorizes, transforms, innovates and outputs the internal and external knowledge, forming an infinite circular knowledge flow chain. Knowledge chain exists not only in the team level, but also in the organization level, between the organization and social groups. The knowledge chain communication between flat organization and external organization is realized through knowledge alliance. Knowledge alliance also represents the relationship between different flat organizations. An enterprise is a knowledge chain, and an enterprise can participate in multiple knowledge chains. Therefore, there is a cross between different knowledge chains. When an enterprise and other enterprises establish a knowledge innovation consortium, a knowledge alliance is formed
the central goal of knowledge alliance is to learn and create knowledge, with special emphasis on learning and absorbing knowledge from other organizations or cooperating with other organizations to create knowledge, so as to meet the needs of the market and users, which is not limited to the enterprise itself and the scope of enterprise knowledge. The establishment of knowledge alliance is mainly based on the complementarity of organizational resources, knowledge and capabilities, that is, one party of the alliance has resources, knowledge and capabilities that the other party does not have, so as to realize the common benefits of alliance partners, serve the same market and user, and meet their requirements. Therefore, knowledge alliance not only strengthens the relationship between its member organizations, but also helps organizations to learn from each other's knowledge and ability, and also helps organizations to combine knowledge, so as to create new cross knowledge, which is more concive to the realization of market goals and user needs. In addition, knowledge alliance can effectively transfer tacit knowledge among alliance partners. If the alliance partners simply transfer explicit knowledge, they don't need knowledge alliance, they just need to buy a book or a set of formulas or visit to understand. Therefore, the focus of knowledge alliance is to learn and absorb each other's tacit knowledge. Its relationship is just like the relationship between teachers and apprentices. It allows all levels of personnel of alliance partners to carry out face-to-face interactive learning and exchange. Through "learning by doing" and "learning by teaching", a large number of tacit knowledge can be exchanged and infiltrated, and the required knowledge can be effectively transferred. More importantly, the "heterogeneity" of organization in knowledge alliance avoids the "path dependence" of thinking caused by the internal integration of organization and culture, and even the possibility of mutual activation of knowledge among organizations is much higher than that in integrated organizations. The diversity and heterogeneity of knowledge of alliance members are more likely to lead to the collision of thinking and proce new cross knowledge
the management of knowledge alliance
first, establish an interactive learning model to effectively promote the transformation of tacit knowledge. Interactive learning refers to two or more enterprises learning in pairs or in groups. In interactive learning, "student" enterprises can get close to "teacher" enterprises. They can not only learn the explicit knowledge of "teacher" enterprises, but also learn the tacit knowledge of "teacher" enterprises, such as "how to do" and "why to do" knowledge and skills. Through the knowledge alliance, the mode of interactive learning is established, the face-to-face interaction and exchange between teachers and students are strengthened, and the effective transfer of tacit knowledge is realized through "learning by doing" and "teaching by doing". By observing and imitating how the "teacher" does things, we can learn skills and knowledge that even the "teacher" doesn't know very well. However, these tacit knowledge can only be learned when one person imitates another person face to face
Second, strengthen the learning and accumulation of relevant knowledge, and constantly improve the absorptive capacity. The core of knowledge alliance is that enterprises cultivate their core competence by learning knowledge. Therefore, the absorptive capacity of an enterprise is directly related to the formation of its core competence. The learning effect between enterprises depends on the ability of "learning" enterprises in three aspects: the ability to recognize and evaluate external new knowledge, the ability to digest and absorb new knowledge, and the ability to use new knowledge for innovative application. To improve the ability to recognize and evaluate external knowledge, the key is to have a certain amount of basic knowledge related to external new knowledge. Therefore, when looking for knowledge alliance, enterprises must strengthen the learning and accumulation of their own knowledge, constantly improve their knowledge stock and knowledge structure. To improve the ability of digesting and absorbing new external knowledge is essentially to improve the ability of internalizing external knowledge. Enterprises should establish corresponding knowledge processing system in the process of internalization, so as to realize the efficient transformation of external knowledge, root the internalized knowledge into the established knowledge system, and form the enterprise's unique knowledge the basis of enterprise's core competence, so as to enhance the ability of internalizing external knowledge. To improve the application and innovation ability of knowledge, we must rely on the integration ability of the enterprise itself, and the integration ability comes from the continuous "trial and error" in the practice of solving their own problems. Enterprises should encourage indivials and teams to practice constantly and dare to "try and make mistakes" to accumulate various experiences
thirdly, choose the right way of knowledge alliance to ensure the timeliness of the alliance. The purpose of knowledge alliance is to learn tacit knowledge, and the learning of tacit knowledge needs a certain amount of time, so as to proce a subtle effect. It is impossible to realize the effective transfer of tacit knowledge in a short time. Therefore, how to choose an effective way to ensure the timeliness of the alliance has become the key to the problem. Enterprises should make a comprehensive choice according to their current situation, the relationship and experience between enterprises and alliance organizations< Fourthly, strengthen the allocation of human resources. Because the essence of core competence is "the accumulation of knowledge in the organization", and the carrier of knowledge is people, core competence can only be obtained through the learning of people in the organization. Therefore, the management of knowledge alliance focuses on the human resource management of the alliance and the establishment of a human resource system to support the learning process of the organization

However, after several years of flat management, let's see what kind of changes our society has made: middle managers are constantly changing jobs, management consulting agencies are expanding rapidly, consulting groups are expanding rapidly, and there are more and more unqualified middle managers
in the past, there were team leaders, team leaders, team leaders, workshop directors, principal and deputy managers, and finally the chairman of the board of directors, among which many middle-level managers appeared as liaison and moderators. There are marketing manager, financial manager and proction manager in the enterprises divided by institutions or functional units. The next level is the small team below. There is no professional title, but all the business cards are printed as manager. In fact, they are just small secretaries and staff at the bottom. When they encounter projects, they may set up teams temporarily, and they usually assume their own responsibilities, All of them are looking forward to the position of the manager above. Once the manager above is transferred, one of them may be promoted. As a result, one after another problems and mistakes may occur e to inexperience. At the same time, e to his promotion, a group of people in the enterprise who have almost the same ability and status may resign or start to fight against the superior, so the company invites airborne soldiers, When more than half of the staff were replaced, the result was that the worse the treatment, the worse the treatment. So I thought of employing a group of experts with high salary to come for consultation. When it came to an end, I found that the problem had not been solved much. As a result, the enterprise let the consulting company enter the company and cooperate for a long time, On the contrary, the real functional organizations have become the executive tools of one consultant after another. Enterprises can not do without consulting organizations. At this time, enterprises find that their efficiency has not been improved much, and their costs have not been reced. On the contrary, they turn a good enterprise into the field of others
it is impossible for leaders to give full and effective guidance and supervision to their subordinates e to excessive leadership; Every leader obtains information from more subordinates, and the most important and valuable content may be drowned by so much information, which may affect the timely use of information
this is contrary to the original intention of the enterprise, but it is not uncommon in reality, so flattening is not a panacea, or even effective. When taking it, you should consider the possible side effects, and don't unilaterally recognize its advantages and ignore its disadvantages