work." Two specialists, on innovation, P. Danilovtsev 

 and Yu. Kanygin, similarly insist, "To attempt to put 

 the research-production cycle into traditional forms 

 of organization and management is like trying to use 

 a steam-boiler to harness thermonuclear energy. "35 

 Experience has also demonstrated the difficulties of 

 applying new methods of planning and management, in- 

 cluding computer-based information and control sys- 

 tems, within established structures. More and more, 

 then, there is movement toward the view, advanced by 

 numerous Western writers, that "structure follows 

 strategy," that organizational forms, to be effec- 

 tive and sound, must adapt to changes in technology 

 strategy. 



In the process of rethinking organization, some of 

 the deficiencies of the pattern and consequences of 

 structural evolution in R&D have become steadily ap- 

 parent. As often happens with rapid growth, the bur- 

 geoning development of the Soviet S&T establishment, 

 especially since the mid-1950s, has been a disorgan- 

 izing and disorganized process. Little thought or 

 analysis was given to organizational design and de- 

 velopment. There was no conceptualization, measure- 

 ment, or assessment of organizational effectiveness. 

 Organizations simply "evolved," largely in an un- 

 planned and unsystematic fashion. Today, as a result, 

 even the names of some facilities bear little resem- 

 blance to their actual activity. Speaking about this 

 pattern of growth, Mikulinsky writes, 



Old institutes gradually tend to spawn a great 

 many diverse extensions and superstructures, 

 swelling out into an agglomeration of numerous 

 laboratories, departments, sectors and groups 

 which frequently have no more than administra- 

 tive or organizational links. As they grow, 

 such institutes cease to be manageable, lose 

 their character of being a definite creative 

 collective, and this has a negative effect on 

 the solution of major problems calling for 

 concentrated efforts. 3° 



265 



