𝗖𝗼𝗹𝗹𝗲𝗰𝘁𝗶𝘃𝗲𝗹𝘆 𝗦𝘁𝘂𝗰𝗸 𝗶𝗻 𝘁𝗵𝗲 𝗙𝗼𝗴 𝗼𝗿 𝗖𝗹𝗶𝗺𝗯𝗶𝗻𝗴 𝗔𝗯𝗼𝘃𝗲 𝗜𝘁? 𝗜𝗻𝘁𝗲𝗿𝗻𝗮𝗹 𝗙𝗮𝗰𝘁𝗼𝗿𝘀 𝗮𝗻𝗱 𝗦𝘂𝗽𝗽𝗼𝗿𝘁 𝗶𝗻 𝗜𝗺𝗽𝗹𝗲𝗺𝗲𝗻𝘁𝗮𝘁𝗶𝗼𝗻 𝗣𝗿𝗼𝗰𝗲𝘀𝘀𝗲𝘀

Every implementation team operates within a broader organizational context, shaped by both visible and invisible, hard and soft factors. Some aspects fall within the team’s direct sphere of influence, while others depend on senior management and support departments. The success of a project is significantly determined by the level of support from these layers. Yet, one team often appears more successful than another, even under similar conditions. 

From a systemic perspective, the hidden steering mechanisms within an organization are particularly intriguing. One of my most frequently used exercises in management training is the 'system lab.' In this exercise, an organization is structured hierarchically, with top management, middle management, and a group of professionals explicitly referred to as ‘bottoms.’ What consistently stands out—regardless of participants' experience—is how hierarchy and its associated underlying dynamics effectively block constructive behavior. Patterns such as us-versus-them thinking, victim mentality, power abuse, judgment, avoidance of problems, sarcasm, and political maneuvering dominate. As a result, sharp divisions emerge between management layers and departments, both horizontally and vertically. 

A common misconception is that a healthy structure of tasks and responsibilities is confused with a hierarchical ladder, where being ‘higher up’ is seen as better, or where certain professional backgrounds receive more recognition than others. This is a fundamental organizational dilemma that inevitably leads to fragmentation. The complexity deepens when different hierarchies intersect, such as in family businesses, healthcare, or education. As a university lecturer, I regularly witness well-intentioned innovations falter within the education system. At the same time, research departments often fail to build adequate bridges to education, partly due to their unclear systemic positioning. It is easier to think innovatively from a position with fewer direct responsibilities. 

I deeply admire those who, despite opposition and obstacles, continue making progress. Those who manage to rise above the fog, tirelessly and without draining their energy, even when everything seems to be working against them. 

What is their secret?