Causality and effects “beyond” strategy reinforcing organization: The process of decoupling decisions-actions towards ecologies

The "juxtaposition" between strategy and organization has seen in the last few decades a weakening of the former, while observing an increasing complexity and management of change as a modus operandi that has evolved the latter also to compensate for those weaknesses. A dynamic counter-balance process that therefore seems to improve the way people take decisions as well as their way of acting, decoupling them, to put them back together in better and more suitable organizational models (in terms of appropriateness and stability). Because they are able to cope with the complexities of permanent change and innovation to which (as in case of digital world) present and future organizations seem to be condemned. And yet also (but not only) as a substitute for an increasingly weaker concept of strategy and an alternative question to avoid being swallowed up by the logic of pure calculation of consequences (deterministic rationalism) or simple reactivity - more or less Pavlovian - (bound by external resources), or enclosed in the narrow spaces of a contingent intuitionism of the Bergsonian type (subjectivism and dependence on the constraints of internal resources). Which brings us back to the seminal contribution of Warren Weaver (1948) “Complexity and Science”, in which it deals with “problems of disorganized and organized complexity”, claiming that the latter ones, “are all problems which involve dealing simultaneously with a sizable number of factors which are interrelated into an organic whole”.