Organizational Factors








Organizational atrophy

Organizational phenomenon afflicting mostly large and established firms where such endogenous factors as sunk cost, the dynamics of polictical coalitions, and propensities for precedents become normative standards, places means prior to objectives

Structural ossification and conceptual rigidities; stunted communications; stalled feedback; resulting in two way obstruction of critical information flow. Threat - rigidity effects ensue, including restrictions imposed on information processing, adherence


The entire Kargil Report Commission illustrates the extent of this factor.

O-2 Politicking and heirarcy orientation Dominance of bickering and manipulative parochail interests characterize corporate culture. Prevalent interpersonal and inter- group conflict. Decision criteria are predicated on percieved orientation and politics of the organization. Prevents information sharing; impedes cooperation resulting in ineffective information processing. Critical inforamtion is withheld, obstructed or concealed, subject to power-sharing. Biased decision making. X IB director not sharing with colleagues.
O-3 Centralization of authorities A tendency among managers to centralize powers, particularly under stress. Elongating ones span of control, hence capacty to notice, let alone tackle, EWS is critically curtailed. X RAW chief doubling as JIC chairman.
O-4 Over-reliance on SOP Reluctance to challenge, let alone alter, inefficient SOP, irrespective of fast changing circumustances Adherence to SOP channels, mangerial perceptions and actions into automated and modular course, so that EWS that do not fit in are uncermoniously overlooked. This also results in managers seeking soutions closest to the problem, e.g. diminished creativty X The infiltration hypothesis is a symptom of this factor.
O-5 Compartmentation Information sharing on the basis of 'need to know' principle. X IB director not sharing with colleagues.