ABSTRACT
Monopolies exhibit both interference and exploitation competition, they also exhibit asymmetric competition, as the largest organization gets access to customers and consumes more resources. The number of organizations that have fully implemented self-managed teams is relatively small compared to traditional hierarchical bureaucracies. Gary Hamel argues that “a hierarchy of managers exacts a hefty tax on any organization” and that “management is the least efficient activity in tour organization.” The elements of a complex-adaptive organization are an overarching vision – what Frederic Laloux calls an “evolutionary purpose.” In organizations, much of bureaucracy is fractal – small rules having significant effects on the effectiveness, either positive or negative. The infrastructure of a complex-adaptive organization is set up to allow the free flow of information and access to resources and should allow decisions to be taken by team members. Artificial intelligence is relatively cheap and straightforward to set up, and its value to a complex-adaptive organization is that it removes drudgework from teams.
