In the early days of the Web, it dawned on social observers that global innovation would be increasingly fueled by accelerated exchanges of ideas and more rapid access to data.

Organizational consultant Jon Husband coined the term “wirearchy” in 1999 to describe the workplace impact of web technology: a shift from top-down hierarchical firms to wirearchical firms in which information empowered workers could easily connect with like-minded individuals across organizational barriers, innovating faster and more frequently. 

Despite transformative social networking technologies, we are actually operating in a blurred world of centralized and decentralized corporate systems: two forms of corporate governance that co-exist and collide in the same firms. While there are many reasons for this, one in particular stands out, and yet is often ignored:  lack of trust and fear of deception.
 
As command and control systems give way to organizations in which collaboration is more spontaneous and information is shared more rapidly, creativity, employee morale, and productivity take big leaps.

The propensity for risk rises as well: false information can migrate as easily as verified data, employees can be overloaded by the large data volumes and inputs, and businesses that rely heavily on automated decision support can fall prey to massive systemic glitches.

Most of all, though, brain science increasingly tells us that humans are faulty decision makers, and they are often deliberately deceptive ones. Our world may now be wired for rapid collaboration -- but our brains may not.