Organisations have structures. It is possible to operate within those structures. It is possible to operate between and around those structures.
Authority to operate within the structures comes from the structure itself. It is granted and it can be withheld, it can be used to do good, but what counts as good is not unconstrained. There are strengths in this approach as well as weaknesses.
Authority to act between and around the structures comes from nowhere. It is generated by behaving as if it were already there. Since it has not been granted, it cannot be withheld – which is very different from saying that it cannot be crushed or undermined. It can be used to do good, and what counts as good is itself part of what is contested. There are weaknesses in this approach, as well as strengths.
The authors of this post operate, as to an extent we all do, in both those worlds. Unlike most of us they are sensitive to the potential of the second world and bring some of the power of the first world to it. Position in the first world can be a form of currency in the second, though the exchange rate is uncertain and unstable. But the greater potential flows in the opposite direction: the second world can revolutionise the first and is perhaps the only thing that can, although that is a very long way from saying that it will or that the attempt will be in any way easy.
So how can a degree of safety be created, how can conditions be set in ways which maximise the chances of the informal catalysing the formal, of the formal embracing the informal? “Much of our work isn’t well understood and happens in places where we are uninvited,” they tell us. This post is, perhaps, an invitation from the uninvited to join them in those imprecise places, found between and around the structures of organisations.