Organizational and Individual Development

Human societal development is a process of continuously increasing information volume, so human organizations, as subsets of society, face rising information demands. Pure execution does not require information application, so as societal information volume grows, the decision-making/execution ratio in organizational work rises, increasing the proportion of decision-making tasks. This process is accompanied by rising production efficiency and average rights transformation efficiency for individuals.

The increasing volume of information and the decreasing difficulty of diffusion elevate the importance of organizational decision-making. Organizational development, from ancient times to the present, has adapted to the increasing volume of information in human evolution. In slave societies, slaves acted as relatively pure executors with most paths predetermined. According to the Execution, Decision-Making, and Mobilization section, their limited decision-making capacity restricted organizational mobilization, thereby limiting production efficiency. As the volume of information grew, slave systems, with many individuals unable to participate in decision-making, had a lower information processing capacity compared to other organizational forms.

With the advancement of civilization, the efficiency of information dissemination increased, expanding societal information capacity and the proportion of individual decision-making. In modern divisions of labor, individuals with greater information processing and decision-making capacities secure more resources and better prospects. Organizations must handle increasing complexity (rising information volume) and leverage more individuals’ decision-making potential to gain competitive advantages.

With the advent of the AI era, execution value seems to decline further, reinforcing that individuals with higher decision-making ratios earn more. As execution value diminishes, organizations increasingly standardize and devalue execution tasks, with many execution and simple decision-making tasks likely to be replaced by machine intelligence and automation. Thus, future organizational value will largely depend on managing complex intelligence.