Invisible Structure
Structure is the most powerful force in human affairs. Yet is is often invisible, created to give coherence to our thinking and actions, it frees us to focus on other more important things. As a result you may not be very good at thinking about structure, or designing new structures that can give you the coherence of action that you want.
Organisation transformation it seems eludes organisations until they understand structure. It is not just about accountability mechanisms, it includes the spoken language and unspoken customs and rules, and many other processes, practices and policy making mechanisms. The rapid collapse of the Soviet Union shows us that structures are not as solid as we think. They exist largely in people's minds.
The persistent failure to find more effective networked structures is a mindset that still thinks in materialistic, bureaucratic and mechanistic terms. In an information world we have to manage the intangible assets of knowledge, emotion and human capability through virtual information networks.
Until you can imagine it working in your own situations you will not be motivated to make it happen.
Changing Structure
It is relatively easy to change strategy and tactics because they only involve 'first-order' change. Changing fundamental purposes or changing action and behaviour to fit the strategy, is much more difficult. This is because it requires 'second-order' change.

FIRST-ORDER CHANGE is about continuous improvement - doing more of or better than before but within the same parameters or mindset.
SECOND-ORDER CHANGE is about moving outside existing frameworks of thinking. It means changing the way we think about change. This is sometimes called a 'step change', 'radical change' or transformational change'.

Changing structures follows the same track. Its easy to make the decision to change structures, even to put the physical elements in place, but it takes much longer to shift people's mindsets to the new patterns of relationships, values and thinking processes that are required to make the new structure work.
It is the deeper structures, or habits, of which can be unaware most of the time, that hold us hostage. If Price refers to this as a feature of memetic codes found in the brain. Memes call your brain's attention to some aspects of a situation and not others. They filter out some thoughts and connect others to converge on ideas that 'make sense'. For example, re-engineering was once associated with positive images of business survival. Now it is associated with negative images of layoffs, downsizing and takeovers. It is these hidden structures that make the media so powerful a force for change - and the status quo, simply because of their power to create images in people's minds.