Boundary Management: A Dynamic Balance Between Rules and Space

Issue title: Chaos and Self-Organization in Companies

Guest editors: Arno L. GoudsmitGuest Editor

Article type: Research Article

Authors: Feijen, M.H.P.F.

Affiliations: Boundary Management Group B.V., P.O. Box 5233, 5603 BD Eindhoven, Netherlands

Abstract: It is striking that in my practical experience, in the end the concept ‘Boundary Management’ first of all relates to intrapersonal and interpersonal boundaries. Aversion, defence mechanisms, fear, etc. are aspects which play an important part here. In my opinion the possibility of steering and influencing the processes is overrated. Things just go the way they go. The only task left for the managers is to keep relations inside and outside the organization open. That precludes neurotic behaviour in organizations. The way to achieve that is to keep everything open to discussion and to appeal to the own strength. The solution to organizational problems lies with the managers and the employees themselves. The consultant can only act as a catalyst in the, sometimes arduous, discussions about each others performance. I will also outline a few simple models, or rather metaphors which I use in my consultancy activities. Simple, making them recognizable for everyone in an organization. But tricky to use them in a disciplined manner. There is nothing new under the sun – for me neither. The only thing is that now and then I look at reality in a different manner, both in practice and in theory development. It makes the world of organizations habitable, understandable and, in the most favourable case, enjoyable and successful. And in this respect everyone chooses his own view of reality.

DOI: 10.3233/HSM-1990-9407

Journal: Human Systems Management, vol. 9, no. 4, pp. 257-265, 1990