Seven

Organizations are full of feedback loops, but only very few of them are put up intentionally. Feedback loops are neither inherently good or bad. They can be important to stabilize a system, but they can as well drive it into extreme states.

The larger (and the more Taylorist) an organizational structure, the higher is the risk of undesireable effects that come through of unintentional and delayed loops.

I think that this plays a huge role in the perceived inertia, slowness and loss of individual autonomy that is associated with bigger organizations.