Understand an organization before designing yourself in new projects

After watching the Powers of Ten video, I found it unglamorous, probably as would be a company with a poor corporate culture; where upper management only focuses on profits and never on human capital.

How does this metaphor apply to the dynamics within an organization?
The metaphor can give an interesting perspective about mobility within an office. But when zooming out, it is possible to see that beyond the local office, there are regional, national and international offices for one to look at, in terms of corporate mobility.

Moving up or down the organizational structure, how does the "view" change?
One should not be hypnotized or paralyzed by the vertiginous compounding complexity of layers. The new perspective that comes from Powers of Ten is that it is crucial to have a good understanding of the project or organization we are a part of before designing ourselves into new projects, positions or offices.

At what point does the individual, the department, or the division become the dominant paradigm?
When someone's skills are used to work effectively, to better respond to difficult situations, to resolve problems, and improve communication; then the individual can become the dominant paradigm. The challenge is to know at what power of ten it is optimal to act. Eames (1977) has simply illustrated the challenge; and it is our charge to become or transform departments into the dominant paradigms.

Understanding one’s skills helps to better manage a project or build up a team. The Powers of Ten allows to see that if skills are being used efficiently or if they are not, then companies can either have the ability or not to identify areas which could open new best practices or business growth opportunities.

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Reference:
Eames, C. (Director). (1977). Powers of ten [Audiovisual recording]. Retrieved from http://www.powersof10.com/film