The paper discusses the possibly hidden use of established structures in organizations that people might perceive at first glance as wasteful, impeding, or obtrusive such as certain meetings, hierarchical levels, or roles. The paper assumes that such structures more often than not serve a certain purpose which might not be directly recognizable, and which might be lost if such structures are prematurely removed, changed, or replaced in times of organizational change. The paper describes a pattern that uses the concept of functional equivalence to uncover, consider, and possibly maintain the usefulness of seemingly useless structures.