… but it’s the nature of bureaucracy itself that’s most to blame. Everyone who has ever worked for even a midsize company has had this kind of experience: You’re in Customer Service, and some hotshot from Sales calls you up. He’s promised a big new potential client the earth and stars, and now he needs you to deliver. Alas, you tell him, you can’t do it. Not won’t, can’t — you’re not set up for that kind of thing. So you call your Department Supervisor over, and he comes up with what looks like a workaround …
… except no, now Accounting chimes in, that looks like it might be a violation of some codicil to some sub-paragraph of an addendum to a regulation, better check with Compliance. But before you can do that, the Division Managers get into it, because hotshot has called his Department Supervisor over and said look, Dave, I brought in seventy gorillion dollars last fiscal year, you owe me this one …
… and so forth. Everybody with me? No one is corrupt in this scenario. Nobody’s trying to pull a fast one on anybody else. Indeed, everybody’s on the same page, and everybody has every incentive to find a solution, because all our Christmas bonuses are going to look a little nicer if the firm lands this fat client. All we’re trying to do is add one task to the existing Customer Service workflow, but it’s going to take at least a Division Manager-level meeting, if not the direct input of the Big Boss himself, to get it hammered out. It’s an exponential increase in energy expenditure.
And of course it ramifies, and of course that’s true no matter what solution you come up with. Make an exception to the workflow for this one client, and pretty soon you’re going to be making exceptions for every client — every wannabe-hotshot up in Sales is going to demand the works for every little podunk potential client. Same deal if you designate one guy from Customer Service as the dedicated exception-handler. Same deal if you create a whole new sub-unit inside Customer Service (but a lot faster). And so forth.
I’m sure everyone has had that experience, too: Watching your company lose out on a potential big client because the various Departments couldn’t get on the same page for whatever reason.
And that’s just around the office! Meaning: yeah, it’d be nice if we could land that big client, maybe see an extra hundred bucks on our Christmas bonus, but nobody’s losing any sleep over it. Well, ok, Hotshot up in Sales probably is, but even the best salesman loses far more often than he wins. He’ll get over it in a day or two, or he won’t be a salesman much longer.
But the same thing happens when it comes to stuff that matters, which is why complex societies collapse.
Severian, “Collapse II”, Founding Questions, 2021-12-09.
August 26, 2025
QotD: Problem-solving in large organizations
Comments Off on QotD: Problem-solving in large organizations
No Comments
No comments yet.
RSS feed for comments on this post.
Sorry, the comment form is closed at this time.
