When I was 23, I fell in love with a Russian.
And in my infinite wisdom (and clearly, undying optimism), I decided to learn Russian and trek across China and Russia to meet up with him. A grand romantic gesture, right? Sadly, or perhaps thankfully (?!), it was a story of unrequited love.
But what an adventure I had trekking around getting my heart broken in Cyrillic (don’t worry, this is not an eat-pray-love kind-a post).
To get to Russia, I needed a visa, which meant a visit to the Russian Consulate in Sydney. If you’ve ever been to a consulate, you’ll know they’re often a tiny preview of what awaits you in that country. The Russian Consulate remains an unassuming, slightly bleak brick building with a squeaky iron gate that – 1984 style – creaked open on its own as I walked up the path towards it.
But my fascination with China and Russia started long before my brief (and, ahem, non-existent) love affair with a Russian. I studied extended history for my year 12 exams, diving deep into how socialism and communism played out in Vietnam, China, and Russia. I’ve always loved the idea of socialism—how it promises collective good, equality, and shared responsibility. But the reality? That’s where things get tricky.
Because here’s the thing…
We humans are unique. We crave belonging and structure, but we also have a deep desire to individuate—to express our own needs, preferences, and stories. And that, I believe, is where centralised systems struggle.
Fast forward to today.
It’s late January, my kids have had a glorious five-week summer break, and now we’re staring down the school year. The two schools they attend locally are now part of a collective of 60+ schools across the region we live in, led by a highly centralised, top-down education model. The idea? Standardised teaching resources across all schools.
In theory, it makes sense. In practice? Well, we’ll find out. I keep coming back to a brilliant comment from my friend and colleague, Anna G—how government and organisational systems tend to swing wildly between centralised and decentralised models. And how we are often at our best when we are swinging somewhere in the middle.
That sweet spot?
Just enough structure and just enough freedom.
✔ Enough centralisation to provide boundaries and support
✔ Enough decentralisation to recognise local quirks and individual needs
And that’s exactly what successful models of care get right.
A large-scale research program I was part of found that the most effective workforce and service delivery changes happen when they are driven from the bottom-up and receive top-down support. That means:
- We start with the individual—the patient, client, or participant. Their story, their needs.
- We design systems that enable organisations to hear, recognise, and act on those needs—not just occasionally, but reliably and systematically.
- We find the balance between organisational structure and individual flexibility—so that services aren’t just well-designed, but actually work for those they serve.
As you might have seen, I’ve been working with disability organisations to crack this code—helping them build systems that put individual needs at the centre of decision-making, without drowning in rigid bureaucracy.
So, what’s your take?
Are you Team Structure (rules, order, consistency) or Team Freedom (flexibility, individuality, a little bit of chaos)? Or, like me, do you just want a magic Goldilocks Zone where things are “just right”?
A bit like my ill-fated love story with a Russian, maybe the answer lies somewhere in the middle—structured enough to keep things moving forward, but flexible enough to let individuality shine.
Or maybe, like my romantic escapade, the perfect system is just a beautiful idea that never quite works out in reality. Either way, let’s hear your thoughts—have you found a way to make structure and individuality co-exist? Or are we all just chasing the bureaucratic version of unrequited love? ❤️🤔
Need a fresh perspective on strategy planning?
At Unplex, we help health and social care organisations navigate the delicate balance between structure and individuality. With 20 years of experience in the field, I founded Unplex to guide teams through thoughtful, evidence-based approaches to problem-solving.
Much like the way centralised and decentralised systems are always in tension, strategy planning isn’t about choosing between rigid structure or total flexibility—it’s about finding the right balance.
We start with the individual—the patient, client, or participant—then build systems that allow organizations to hear, recognize, and act on those needs in a way that’s both sustainable and impactful.
If you’re ready to unravel complex problems and find that “just right” balance, let’s connect. Reach out at hello@unplex.com.au, or join our growing community by subscribing to our newsletter at Connect – UNPLEX.