How to Fly? (Formation)

A requirement for successful migration is for the geese to successfully navigate and reach their destination. Geese have been recorded flying as high as 29,000 feet. Geese change altitudes to find the best wind conditions (Why Files, 1996). Geese use several formations when flying, V-formation, column or cluster. Researchers (Rible, 2000) suggest that it is a mixture of aerodynamic benefits and the ability for the flock to communicate and see one another.

"When a goose falls out of formation, it suddenly feels the drag and resistance of flying alone. It quickly moves back into formation to take advantage of the lifting power of the bird immediately in front of it." The lesson according to Clark (2000) is "if we have as much sense as a goose, we stay in formation with those headed where we want to go. We are willing to accept their help and give our help to others."

"When the lead bird tires, it rotates back into the formation to take advantage of the lifting power of the bird immediately in front of it." The lesson is that, "It pays to take turns doing the hard tasks and sharing leadership. As with geese, people are interdependent on each others' skills, capabilities, and unique arrangements of gifts, talents, or resources" (Clark, 2000).

Like geese, organizations need to decide on formations or structures in which to fly. Geese fly faster and further in formation. Formation, structure, and order are necessary for the survival of the geese and the organization (Schwein, 2000).

"A gap has developed between the power and choice enjoyed by individuals as consumers and citizens on the one hand, and that available to them in the workspace on the other" (Chowdhury, 2000). This gap will have to be reduced. Consumers are allowed to design/personalize products/services within a range of options; this is the age of the individual. However, employees are seldom given any choices in the workplace, other than compliance or exit. Organizations will have to include employees in decisions regarding the formation and structure of the organizations. Free enterprise needs to accommodate the free person.

Organizational design and structure have always been important factors that influence the behavior of groups and individuals. It is through structure that management establishes expectations of achievements for individual employees and departments, and decides how the organizations strategy is to be accomplished. The purpose of structure is to regulate, or reduce, uncertainty in the behavior of employees (Ivancevich & Matteson, 1999). Where and how IT is placed in the organizational structure determines the role and influence of IT.

Each organization is a formation, and when that is ignored, the organization will not be able to crawl, much less fly! No organization will last if everyone acts independently; a structure needs to be developed preferably with the employees, which will support the strategy and vision of the organization.