Collateral Organizations
I propose that Eisler’s chalice and sword are not just metaphoric images borrowed from a world that might once have existed in some nonhierarchical communities—as documented not only be Eisler but also (more recently) by Graeber and Wengrow (2021). The chalice and sword can be found in certain contemporary systems. These systems are called Collateral Organizations.
Here is the challenge that is being addressed in the engagement of collateral organizations. It seems that managerial flexibility is not always present (or even needed) in contemporary organizations. On behalf of stability and predictability (in the midst of a VUCA-Plus world), most organizations (and their managers), stick with rigid structures, processes and attitudes with regard to the way in which they operate. Freedom is sacrificed on the altar of accountability and consistency. We need to know where we are headed—even if the road ahead is not very clear and the landscape could be rugged and dancing (Miller and Page, 2007).
It is important to note that this sacrifice of freedom is not always warranted. When the road ahead is unclear and dancing, we may need a big dose of flexibility. Freedom is not to be sacrificed. Rather, freedom is to be found and protected in many contemporary organizational and community settings. Solutions to different problems call for different modes of operating. Sanctuaries are to be found or created that are amenable to new ways of thinking. Temporary systems are to be formed that allow from risk taking and experimentation. All of this culminates in the creation of a system in which flexibility is the coin of the realm. Specifically, flexibility and freedom are to be found in something called a Collateral Organization. This is a parallel organizational structure, process (and even attitude) that operates in a different manner from the usual, daily structure, processes and attitudes of the organization.
Purposes: Collateral organizations are used to achieve two primary goals. First, they provide an opportunity for members of an organization to think “outside the box” and lean/learn into the future with the breeze of freedom blowing both from their back and in their face. Second, collateral organizations help those involved to identify and either resolve or manage challenging problems (of a VUCA-Plus nature) that have not been addressed in a satisfactory manner via the “regular” way in which the organization operates. A new organization doesn’t have to be created, nor do new people have to be brought into the organization. Only the breeze of freedom is required when establishing a collateral organization.
The leaders of contemporary organizations often create task forces, project teams, ad hoc committees, quality circles and pilot projects as a way of getting around seemingly intractable problems. They might even transform their organization by imposing a matrix design so that multiple perspective can be brought to a set of recurring problems. These initiatives are often quite valuable in helping to open the doors and windows of the organization so that some freedom can blow in. However, they don’t meet all of the needs that can be served by a collateral design. They simply do not provide enough freedom nor encourage the kind of creative, multi-perspective work that is being engaged in a temporary setting (such as a collateral organization) that is set up with different norms, ways of interpersonal engagement, and even assignment of leadership and facilitation functions.
