As power is moving away from hierarchically-structured organizations to newer forms of collaborative, bottom-up, open-sharing approaches, what is organizational leadership to do to embrace such change without losing complete control of its traditional mandates?

Photo credit: Stelian Ion
New media technologies have ushered us into a new extended environment in which the ability to share, exchange, collaborate and reach out are rewarded spontaneously by the system itself. Inside traditional organizations the forces of hierarchical control and bottom-up spontaneous sharing have finally come to collide on the main deck.
In other words, hierarchical control meets distributed and open self-organizing systems. The tower, meets the cloud. But this needs not be an either / or choice. “It could be a future of and-and-and, where both forms continue to co-exist peacefully.”
The “tower” of hierarchy control and the “cloud” of open collaboration are the two extremes of a new continuum in which organizations need yet to learn how to move swiftly.
Today, There are indeed huge opportunities awaiting for those organizations which have not only the courage to acknowledge these deep transformational changes but which have also the will to embrace and integrate these new trends in their own way of working.
Those institutions still resisting these changes are well set on a tragic path of increasing problems, internal tragedies and failures which will become more evident as the two opposing approaches grow further in an open contrast.
On the other hand, our culture, outside large organizations has already converted itself to the new way, embracing in most of its aspects, the distributed power of the “cloud“.
“All of you have your own hierarchical organizations – because that’s how organizations have always been run.
Yet each of you are surrounded by your own clouds: community organizations (both in the real world and online), bulletin boards, blogs, and all of the other Web 2.0 supports for the sharing of connectivity, information, knowledge and power.“
If your organization is evaluating how to best tackle such strategic issues and approaches to power control, I suggest you reserve a little extra time to immerse yourself in the fantastic journey that Mark Pesce has created in the following essay on Sharing Power inside Organizations.
Reading it and having those in power reflect upon it may open some new doors to transforming organizations to leverage the powerful changes already taking place in their internal ranks rather than succumb tragically to painful internal revolutions which only need a little extra time to fully come into full bloom.
Is your institution ready to adapt itself and find its way forward into this emerging approach to open sharing power? If not, here’s an inspiring tale: