This study also has a number of implications for practitioners concerned with administration of complex organizational systems. Increasingly, modern organizations are being expected to cope with heterogeneous environments that have both highly dynamic and quite stable sectors. While the advances of science are increasing the tempo of change in some subsystems the requirements for regularity and standardization in organizations; yet the requirements for integration to achieve a unified effort are at least as great as ever. The findings of this study indicate that, other things being equal, differentiation and integration are essentially antagonistic, and that one can be obtained only at the expense of the other. Modern administrators are very familiar with this issue. They are constantly struggling with the difficulty of reconciling the need for specialization with the need for coordination of effort. But the data also provide some clues to the conditions that seem able to make it possible to achieve high differentiation and high integration simultaneously. These clues, in combination with an emerging methodological capacity to quantify states of differentiation, integration, and environmental attributes, provide concrete direction for the deliberate design of organizations that can cope more effectively with the turbulent environments that science and technology are creating.