When Departments Don't Talk: Making Sense of Organisational Complexity

Complex organisational issues rarely have.... no wait, let’s try that one again.

Complex organisational issues will never have simple solutions, otherwise they wouldn’t be considered complex in the first place. This might initially sound like an obvious statement to make, yet it’s still a challenge for some leaders to grasp. Nothing will make the executive suite of an organisation tense up more than a problem without an easily defined solution. However, that doesn't mean we're powerless to address them.

A good way to conceptualise complex issues is to think of them like weeds in a garden—they grow beneath the surface, out of sight, and if left unchecked they can quickly get out of control and disrupt the delicate balance of your organisation. That doesn’t mean they’re inherently negative, but if your goal is perfect neatness and order then you might find yourself constantly battling these elements, which can be exhausting, unsustainable and even counterproductive. For a thriving, dynamic ecosystem that allows for healthy growth, surprises, and even the occasional challenge, a different strategy needs to be implemented. The difficulty in managing all of this effectively lies in the fact that the issues themselves are still just symptoms, beneath which is a vast and tangled web of factors that are keeping them alive. Addressing these requires more than a quick fix; it calls for a new way of approaching the situation: new perspectives, nuanced thinking, collaborative effort, and a healthy dose of curiosity about what’s really going on.

The reality is, that every organisation has those thorny, complex issues that everyone knows about but that no one wants to touch or that they feel are unsolvable. The proverbial “elephant in the room”. Tackling complex decisions can be messy, challenging, and downright uncomfortable. But the kicker is, when handled well, they can actually be an incredible catalyst for growth, learning, and adaptability - really setting you, your team and your organisation up for future success.

So, why do organisations still struggle so much with this?

The Hidden Patterns That Shape Us

Think about your own organisation for a moment. You probably have formal processes outlining how departments should work together—clear reporting lines, well-documented meeting structures, and collaboration tools that promise seamless efficiency. On paper, it all looks perfect. But if I asked your people how things really get done, I’d wager their answers would sound a lot different.

They’d talk about the unofficial channels—the whispered conversations by the coffee machine, the Slack threads that quietly sidestep official workflows, the off-the-record calls to “get ahead of the process.” They’d mention the workarounds—the clever ways people bypass a cumbersome policy or nudge a decision forward without ruffling feathers. And they’d highlight the relationships—the trusted colleagues they turn to when they need something done fast or when they’re navigating the political minefield of a tricky project.

Here’s the catch: these informal networks and shadow systems are both a strength and a vulnerability. On the one hand, they reveal the creativity and adaptability of your people—qualities every leader should celebrate. On the other hand, they often mask deeper inefficiencies or systemic issues that, left unaddressed, can snowball into crises.

When Patterns Become Ruts

Let’s take a closer look at those hidden patterns. At their best, they act like the oil in a machine, keeping things running smoothly when the gears of formal processes grind to a halt. At their worst, they become entrenched behaviours that undermine collaboration and transparency.

For example, if a procurement process is too rigid, teams might find ways to bypass it. While this workaround might solve the immediate problem, it also hides the real issue: a process so unwieldy that it prevents people from doing their jobs effectively. There might be good reason for the process, but the workaround means you think everyone’s complying when they’re not and it hides some of the warning signals you want to have. Over time, this creates a culture where avoiding the system becomes the norm, eroding trust and transparency. Or consider a scenario where certain teams routinely "escalate" issues to a specific senior leader because they know that’s the fastest way to get a decision. It’s a common pattern I’m seeing at the moment with clients - and it means leaders get overwhelmed, bottlenecks form and teams lose the muscle to decide for themselves. (As a sidebar, the perfect storm of heavy processes, senior decision-making and uncertain individuals creates an environment where people are more and more likely to rely on AI and technology to make their decisions for them - “the computer said so” which is a very effective way of avoiding taking responsibility, especially if you’re worried about being blamed if it doesn’t go well!)

Relationships also play a central role in these hidden patterns. Every organisation has its unofficial influencers—those go-to people who are trusted to get things done, even if it’s outside their official remit. These individuals are often invaluable, bridging silos and navigating complexity with ease. But what happens when those key individuals leave? Suddenly, the informal networks collapse, and the gaps in formal systems become glaringly apparent. The workarounds that once seemed harmless are now gaping holes, and the organisation struggles to adapt.

If this is all starting to sound uncomfortably familiar, don’t worry! This is actually a positive step forward. Acknowledging these challenges signals that you’re ready to address them head-on and start unlocking meaningful benefits for your organisation. And if you’re unsure where to begin, know that there’s always a way forward. The key is to combine hope with action, grounding it in a practical and proven process that transforms potential into tangible progress.

Making The Invisible... Visible

Well, the good news is that these hidden patterns don’t have to remain invisible. In fact, understanding and working with them can be one of the most powerful ways to improve organisational alignment and resilience as well as unlock innovation, motivation, and–whisper it–enjoyment of the work. In my experience, a big part of the problem lies in outdated communication practices with far too many leaders still operating with a top-down mindset, trying to confine tough conversations behind closed doors.

Now, at this point, many articles would tell you to "create open dialogues" or "break down silos." And yes, dialogue matters. But here's what they miss: dialogue without understanding these deeper patterns is like trying to sail without knowing about the currents beneath your boat. You might make progress, but you're working much harder than you need to.

Let me give you an example: I worked with a technology company where the hardware and software teams weren't collaborating effectively. The obvious solution might have been mandatory cross-team meetings or new collaboration tools. Instead, we started by understanding the invisible patterns at work, asking the respective departments:

• How did previous collaboration attempts play out?
• What unofficial workarounds were people using?
• Which successful collaborations were already happening, and why?

What we discovered was fascinating. The most productive cross-team work wasn't happening in formal meetings at all - it was happening informally, often during lunch breaks when people naturally mixed and shared ideas! This wasn’t a nefarious or secretive plot, hatched by employees over sandwiches and coffee. It was just a by-product of healthy and positive face to face interaction between people, colleagues and friends, in a environment where they felt relaxed, and comfortable in expressing themselves. It’s that simple! And in my somewhat substantial professional opinion, I feel this goes to show that your goal shouldn’t be to eliminate informal networks or workarounds—they’re part of the natural complexity of any human system. Rather, it’s to understand them well enough to decide which ones should be reinforced, which need rethinking, and which signal deeper systemic issues that demand attention.

Working With Patterns, Not Against Them

The temptation when facing these challenges is to impose new structures or mandate collaboration. But here's what I've learned from years of working with complex organizations: forcing change often creates more problems than it solves.

Instead, try this approach:

Notice what's already working

Where are people collaborating effectively without being told to? What makes those situations different? How can you amplify it or stabilise it– make it happen more?

Look for natural connection points

In another organisation I worked with, we discovered that informal conversations during shift handovers were solving more problems than formal cross-department meetings ever did. Rather than adding more meetings, we created space for these natural interactions to flourish.

Start small and watch what happens

Rather than rolling out grand transformation programs, experiment with small changes that can teach you about your organisation's patterns.

Remember: your organisation is already trying to tell you what it needs. The challenge isn't to impose new solutions - it's to get better at noticing and working with the patterns that are already there.

I find that leaders who approach organisational alignment this way - with curiosity about patterns rather than certainty about solutions - often discover possibilities they hadn't imagined before. And isn't that what leading complex organisations is really about?

Are You Interested In Learning More?

Sometimes the most powerful changes start with simply looking at familiar challenges in a new way. So, if you're curious about how these ideas might apply in your organisation, let's have a conversation. I specialise in helping leaders identify, understand, and work with the underlying patterns that shape the culture, processes, and dynamics of their organisations.

If this sounds like it could be the solution you need then contact me today to find out more!