Pentland, Mortensen, and their colleagues refer to the future organization that knows itself through sensing technology and manages itself accordingly as the “sensible organization.” It will monitor the flow of information between its departments and between facilities, and make accurate maps of where its key knowledge resides so that employees can easily tap into the resources they need. On the basis of knowledge, the sensible organization will promote the kind of communications that can build trust and move quickly to defuse emerging problems, even before the people in the organization know a problem exists. It will monitor team dynamics through time, catching patterns of stress or stagnation, and intervening to keep people working together creatively. And it will uncover social patterns that today we cannot even recognize or talk about, but which can explain, more definitively than ever before, the shining success of one company and the dismal failure of another.
Reprint No. 07307
Mark Buchanan (email@example.com) is the author of The Social Atom: Why the Rich Get Richer, Cheaters Get Caught, and Your Neighbor Usually Looks Like You (Bloomsbury USA, 2007). Formerly an editor with Nature and New Scientist, he was a guest columnist for the New York Times in 2007 and holds a Ph.D. in physics from the University of Virginia. Visit his Weblog.