Organizations can resemble machines, swamps, mazes, jungles, farms, sailing vessels, prisons, and processing plants. They can shift roles over time. The leader who mistakes the nature of the organization is seriously disadvantaged. Actions designed for one will not work in another.
Those who benefit from the negative aspects of an organization are likely to be lousy guides. They'll describe a farm when it is really a jungle or a machine when it is really a swamp in the hope that the leader will leave them alone or will craft strategies that do little to change the status quo.
The leader must have a clear eye for what is real and what is false. Developing that clarity usually takes time and yet it is vital if the leader is to have any true success.
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