Matrix Organizations

Matrix Organizations

Matrix organizations require interdependence to properly function, the same as a community. In a matrix scheme there is rotating leadership based on proficiency in regards to the specific task being undertaken by the group. So, if the community is building a structure, the community’s best architect is the “boss.” Everyone follows the lead of the best architect because he is the most competent to organize the effort. Not out of some variation of coercion. This helps prevent the problem of the “boss” having limited or no competency in the task they are leading the group to accomplish. Also, no one takes advantage of their position as leader, because when dinner rolls around, the best cook is going to be in charge. And tomorrow the architect is helping to make clothing, and the best seamstress will be in charge. The secret of this structure is that everyone in the structure is generally competent in everything the group does. Some people simply have additional skill in certain fields.

In matrix organization, Dunbar’s Number serves as a limitation of efficiency rather than a limitation of size. After 150 people members of the group may begin to question whether or not the person “in charge” is actually the best possible person. After all, they no longer necessarily know each other. So, internally to a community a limit of 150 people is still preferable.

In between communities, matrix organization allows for the various communities to be interdependent, which encourages them to work more closely together. The problem with having so many people in a matrix organization is finding a non-hierarchal method for picking who will take lead on a particular project.

One way is to have a group of people whose job it is to keep records of everyone and to select the boss. But this creates a hierarchal structure out of matrix structure.

A better way might be to introduce occupational societies. Obtaining the highest levels of competency in some fields requires considerable training. This training is best provided by people who are themselves very competent in the field being taught. An occupational society, consisting of everyone in all the various communities who have a high level of competence in a given field would be ideal for the teaching of people interested in that field. But, more fundamentally, if one or more communities wants to build a monument, they no longer need to know who would be the best choice to lead the design and construction of the monument. They only need to know they should ask the occupational society responsible for building monuments. Then the occupational society picks from amongst themselves who is the best choice to take the lead on the new project.

This way everyone in every community only needs to know the societies and what they do. There is no need to know everyone individually, without relying on a central authority to tell someone to obey. And so Dunbar’s number does not cause problems.

Typically I am in favor of matrix organizational schemes internally to communities. Between communities either rhizome or matrix will probably be the best choice. The question is whether the communities in question will be in the same over-all organization or whether they are simply trading partners.