The Next Next Common Sense
The tension of control and autonomy
Perhaps the most persistent tension in complex organizations ex- ists between the need for control and the imperative for autonomy. Too much control stifles innovation and adaptation; too little creates frag- mentation and inefficiency. Rather than choosing one over the other, complexity-adapted organizations develop sophisticated approaches to managing this polarity. Healthcare organization Cleveland Clinic navigates this tension through what they call “professional autonomy within systemic con- straints.” Physicians maintain significant control over clinical decisions while operating within evidence-based protocols and shared outcome measures. This approach creates what CEO Tom Mihaljevic describes as “bounded autonomy”—freedom within clinically appropriate limits that respects both professional judgment and system-wide learning. Sc ot rnut rcot ul -raeudt oanpopmr oya ct ehne ss ifoonrs m a n a g i n g
To help leaders navigate this tension more effectively, organizations implement structured approaches that move beyond intuitive balancing to systematic polarity management:
Control-Autonomy Mapping Framework
This structured tool helps leaders visualize and negotiate the appro- priate balance between control and autonomy across different organiza- tional domains: 1. Identify decision domains : List the major areas where control-autonomy tensions exist (e.g., product development, re- source allocation, customer service approaches). 2. Assess stakes and capabilities : For each domain, evaluate: ○ Stakes: Consequences of variation (high/medium/low)
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