Diagnosis and implementation: How a large cooperative employed a series of proposals for restructuring based upon the Viable Systems Model

Currently cooperatives of more than 11 members are facing organizational crisis: structure is imperative but traditional methods using authority and obedience are anathema. This paper recounts an attempt to use the Viable Systems Model to design an effective organizational structure within the constraints of cooperative working practices. It begins with the diagnosis, describes how the resulting conclusions were received by the cooperative, and gives an account of the resulting organizational structure. The success of the project is assessed.