One has to sit down with a knowledge worker and think through with him what should be done and why, before one can even know whether he is doing a satisfactory job or not. And this is time-consuming.

Since the knowledge worker directs himself, he must understand what achievement is expected of him and why. He must also understand the work of the people who have to use his knowledge output. For this, he needs a good deal of information, discussion, instruction—all things that take time. And contrary to common belief, this time demand is made not only on his superior but equally on his colleagues.

The question, “Who has to use my output for it to become effective?” immediately shows up the importance of people who are not in line of authority, either upward or downward, from and to the individual executive. It underlines what is the reality of a knowledge organization: The effective work is actually done in and by teams of people of diverse knowledges and skills. These people have to work together voluntarily and according to the logic of the situation and the demands of the task, rather than according to a formal jurisdictional structure.

Even more important is the social need for executive effectiveness. The cohesion and strength of our society depend increasingly on the integration of the psychological and social needs of the knowledge worker with the goals of organization and of industrial society.

One has to sit down with a knowledge worker and think through with him what should be done and why, before one can even know whether he is doing a satisfactory job or not. And this is time-consuming.

Since the knowledge worker directs himself, he must understand what achievement is expected of him and why. He must also understand the work of the people who have to use his knowledge output. For this, he needs a good deal of information, discussion, instruction—all things that take time. And contrary to common belief, this time demand is made not only on his superior but equally on his colleagues.

The question, “Who has to use my output for it to become effective?” immediately shows up the importance of people who are not in line of authority, either upward or downward, from and to the individual executive. It underlines what is the reality of a knowledge organization: The effective work is actually done in and by teams of people of diverse knowledges and skills. These people have to work together voluntarily and according to the logic of the situation and the demands of the task, rather than according to a formal jurisdictional structure.