MIT Sloan Management Review

Human Resource Management and Industrial Relations, Leadership and Organization Studies

Patterned Chaos in Human Resource Management

By Lotte Bailyn

January 15, 1993

HUMAN RESOURCE PROFESSIONALS ARE OFTEN CAUGHT BETWEEN ORGANIZATIONAL DEMANDS AND EMPLOYEE CONCERNS. TO HANDLE THESE COMPETING pressures, they tend to develop elaborately structured and tightly controlled systems for managing people. Bailyn suggests a new approach: patterned chaos. As people and their needs differ, so should their work be organized in different ways. This article is based on a keynote address given to the Boston chapter of the Association of Part-time Professionals on 2 May 1992 in Needham, Massachusetts.

Three professionals — an architect, an accountant, and a human resource professional —were contemplating a profound existential question. What, besides the obvious, was the oldest profession?

The architect spoke first: “God created the world in six days, and that took a master design. So, obviously, architecture is the oldest profession.”

“Not at all,” replied the accountant. “You misunderstand what God really did. What He did in those six days was to create order out of chaos. And that is what accountants do, so accountancy is obviously the oldest profession.”

But the human resource professional had the last word: “And who do you think created the chaos?”

I would like to suggest that organizations need more chaos, at least the kind of patterned chaos that is described by the new science of that name. And further, most human resource professionals do not create enough of it.

I am not a mathematician, and I do not understand much about the underpinnings of the science of chaos. It is hard for me to imagine how scientists deal with such complex phenomena. But what has been written for the layman and portrayed on TV is quite compelling. Take, for example, the description given by the physicist Joseph Ford of the Georgia Institute of Technology, who was an early proponent and contributor to chaos theory. He talked about “dynamics freed at last from the... To read the complete article, login or sign-up using the form below.

From The Magazine

Fall 2009

Special Report: Sustainability

8 Reasons That Sustainability Will Change Management

Michael S. Hopkins

Transparency, accidental innovation, trust, collaboration — as sustainability affects how the world works, so will it affect how business works in the world.

Intelligence: Management

Debunking Management Myths

Martha E. Mangelsdorf

In this interview, Henry Mintzberg questions some of the conventional wisdom about managerial work.