Complex tasks get decomposed into chunks that mirror organizational structure

Evidence

In their analysis of how groups and organizations attempt to solve information management problems, they noted that in order to successfully complete complex organizational tasks, a common strategy is for decision makers to decompose or divide those tasks into smaller, more manageable “chunks,” with different groups taking on responsibility for individual chunks. In much the same way organizations structurally differentiate to solve problems of complexity, individual decision makers cognitively differentiate to better manage cognitive load. — Roderick M. Kramer, Geoffrey J. Leonardelli, Robert W. Livingston, Social Cognition, Social Identity, and…, 1988

Categorization

• corroborated: 2 independent passages support this claim — Roderick M. Kramer, Geoffrey J. Leonardelli, Robert W. Livingston, Social Cognition, Social Identity, and…, 1988
• XREF: connects to: Scientific job analysis broke work into gradable components — Robert A. Caro, The Power Broker: Robert Moses and the…, 317