ABSTRACT
From the perspective of traditional hierarchies, managers can effect change and control outcomes by altering the hierarchical structure or processes in some ordered way: adding or removing parts, changing the rate of input, and so on. From the perspective of the network, however, the organization is organic, based on a complex set of relationships between individuals and among organizations and groups and the ways that they exchange value. In this perspective, traditional control mechanisms, while useful for many purposes, are not suitable, nor is the mindset that there is always a direct and knowable relationship between cause and effect.
