In final analysis we all hold within our minds a tacit theory of how the workplace works. These theories are often revealed when groups are asked to draw organization charts. In a large group no two are the same and some will be massively divergent. Dynamic workplace theory represents an effort to make the tacit and implicit explicit and, therefore, discussible by organizational participants. In this regard, it provides a cognitive map that enables discussion and exploration in the service of promoting dynamic organizational adaptiveness as well as adaptiveness in our lives outside of work.

Dynamic workplace theory represents an effort to more fully understand and appreciate the workplace and our lives outside of the workplace. The dynamic nature of the theory ultimately points to the limits of controlling the workplace, our lives, others and our experience. It represents an effort to more fully and comfortably embrace theoretical perspectives such as chaos theory where the notion of management power and control ultimately confronts the reality of the limitations of these notions. Ring organization design has been described as one possible way of busting the bureaucratic hierarchical organizational design paradigm that aims to control our thoughts, feelings and actions in the workplace. Ring organization design, therefore, underscores the difficulty and problematic nature of any endeavor to move beyond this organization design that has its roots in the eighteenth century. And finally, even if ring organization design is not embraced as a viable new organization form, it is possible to try to capture the benefits of balanced workplace experience in the form of dynamic adaptiveness.