ABSTRACT
This chapter talks about a world of more restricted dimensions with distinct forms of its own, especially forms of system creation. Here the forms of normality of a different nature — forms of fearing, describing, and averting misfortune. Identification signals circulating within the system suffice, making it possible to establish whether a communication is to be understood as science or politics, education or health care, an economic transaction or an amendment to or application of the law. Essential characteristics of communicative behaviour in organizations — and in this context the authors often speak of bureaucracies — are to be explained in terms of this superimposition of risks on decisions. It is primarily an empirical question whether the leadership of organizations tends to make risky decisions itself or to delegate them. Secure in possession of the personnel manager's powers of hiring and firing, the leadership of organizations can depend on subordinates being risk-averse at their work.
