Companies and non-military organizations often have command lead by [[Business executive|executives]] and [[upper management]], with lesser authority delegated to employees in the lower ranks.<ref name=":0" />
== Problems ==
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People of compatible views often have similar [[systemic bias]]es because they are from the same culture. Such problems as [[groupthink]] or willingness to accept one standard of evidence internal to the group, but require drastically higher evidence from outside, are common.
In part to address these problems, much modern [[management science]] has focused on reducing reliance on command hierarchy especially for [[information flow]], since the cost of communications is now low, and the cost of management mistakes is higher. It is also easier to replace [[Management|managers]], so they have a personal interest in more distributed responsibility and perhaps more [[consensus decision making]].
Ubiquitous command and control posits for military organizations, a generalisation from hierarchies to networks that allows for the use of hierarchies when they are appropriate, and non-hierarchical networks when they are inappropriate. This includes the notion of ''mission agreement'', to support "edge in" as well as "top-down" flow of intent.
