In order to live in harmony with one another, humans must moderate and control their impulses, and that the unconscious and culture were thus really … - Gareth Morgan

As we look around the organizational world we begin to see that it is possible to identify different species of organization in different kinds of environments. Just as we find polar bears in arctic regions, camels in deserts, and alligators in swamps, we notice that certain species of organization are better ‘‘adapted’’ to specific environmental conditions than others. We find that bureaucratic organizations tend to work most effectively in environments that are stable or protected in some way and that very different species are found in more competitive and turbulent regions, such as the environments of high-tech firms in the aerospace and microelectronics industries.

Contingency theorists suggest that we can best proceed by appointing 'the right people' to the job we have in mind, and by creating flexible authority, communications, and reward structures that will motivate them to satisfy their own needs through the achievement of organizational goals.

To self-regulate, learning systems must be able to 1. Sense, monitor and scan significant aspects of their environment, 2. Relate this information to the operating norms that guide system behavior 3. Detect significant deviations from these norms, and 4. Initiate corrective action when discrepancies are detected. If these four conditions are satisfied, a continuous process of information exchange is created between a system and its environment, allowing the system to monitor changes and initiate appropriate responses. In this way, the system can operate in an intelligent, self-regulating manner.