Jon Husband's blog'Knowledge, power, and an historic shift in work and organizational design'opens with the statement 'Horizontal networking often creates dissonance in the vertical enterprise'. He says that 'there's ongoing dissonance between the Taylorism-derived methods .. the ones behind structured, highly-defined organizational activities forms .. and the growing demands imposed by the world of hyper-linked flows in which knowledge and meaning are built layer by layer, exchange by exchange, resulting in the 'scaffolding' of knowledge to feed continuous improvement and innovation . These are the results which, increasingly, networked social computing enable'.
I agree with this and it becomes very evident in the dissonance created by vertical employee grading systems (in the US Government Agency I worked in there were 21 levels/grades of staff) and statements of inclusion which imply, or state, the requirement for fluid, networked, and emergent activity: One example of an inclusion statement illustrates: 'Inclusion involves the University and its staff in designing and operating flexible services, practices and procedures that take appropriate account of the needs of students, staff and visitors'.