Bolman & Deal define organization with high levels of vertical coordination with clearly defined chains of command, rules and policies limiting decision-making, and highly developed plans and control systems. In contrast, meetings, task forces, matrix structures, and networks, all allowing for less formality but creating the potential for inefficiencies, characterize organizations with lateral coordination. Each model has its strengths and weakness, so the challenge is to integrate a variety of methods appropriate to the context of the organization’s mission and immediate objectives.

Organizations operating in simpler more stable environments are likely to employ less complex and more centralized structures. They rely on authority, rules, and policies as the primary vehicles for coordinating the work. Organizations operating in rapidly changing, turbulent, and uncertain environments need more complex and flexible structures. Understanding the complexity and variety of the design possibilities can help structures that work for, rather than against, both the people and the purposes of the organizations. (p.67.)

As a word of caution, the authors state, "restructuring is a powerful but high risk tool for organizational change." (p.92.) It is exhilarating to work with members of the SELCO/SELS Board who are proud of the regional library achievements but believe there is more than can be accomplished if we fine-tune our organization. They are willing to move into this venture but as evidenced in the Structure Study timeline approved in October 2006, they want time and opportunities for sufficient deliberation and dialogue.