The other approach to the organizational structure is the coactivational view. This view shifts the focus from explicit goals and a fixed chart to a more dynamic view of the structure by attempting to outline the structure through observing how organizational members acquire and process information and resources when they are engaged in achieving tasks or decreasing uncertainty. Organizational structure is regarded as a fluid system that can only be understood subjectively by observing the pattern of behaviors and studying decisions of individuals and subunits within the organizational boundary (defined as a low density of exchange of information and resources).
Early contributions to this approach 29 enabled researchers to abstract organizational structure into subjective models. By extension, this has led the way to development of computer simulation of organizations, 30 their networks, 31 and their learning and unlearning. 32