One thing is important when working with latencies of organizations—it doesn’t make sense to reveal all latencies in an organization during a design process. This would lead to a terrible neglect of the function of latencies. Ultimately, latencies protect the structure by dimming what is important yet shouldn’t be seen. A manager who tries to completely understand all the problems of their employees, the market and technical processes would not quite embody the current model of the ideal “doer,” but would instead be discriminated as a utopian “Organization Whisperer.” Understandably, as Simon (1956, p. 129ff.) already pointed out, managers are not interested in knowing their organization inside out, but rather in making appropriate decisions.