The case for complexity: A look at the relationship between individual and structure from the inside out

Abstract

This paper develops a model of the individual – structure relationship using a predominantly sociological explanation. Adopting the perspective of the individual and grounding the approach in a structurationist framework, a system of person-based and role-based relationships is proposed. The model's implications for the individual are developed from an examination of markets, hierarchies and networks. Main conclusions cross-cut individual, functional and organizational levels: (1) work- and non-work roles need to be intentionally maintained and leveraged as a way to develop individual and organizational complexity; (2) individual discretion is essential to achieving the proper balance between the two kinds of roles; (3) networks provide the greatest potential for role satisfaction; and (4) HRD assumes an instrumental role in establishing and maintaining a culture of trust and in designing and supporting jobs that foster complexity and discretion.