Control: It’s the essence of management. We’re trained to measure inputs, throughputs, and outputs in hopes of increasing efficiency and producing desired results. In a world of linear processes, such as in the factories of the Industrial Age, that made sense. But in today’s knowledge economy, where enterprises are complex, adaptive systems, it’s counterproductive.
Comment créer des entreprises résilientes, durables et saines pour l’économie dans son ensemble ? Pour Simone Cicero, plus qu’une simple adaptation de leurs modes de management et de communication, les entreprises qui veulent survivre au XXIème siècle doivent repenser la façon même dont elles créent de la valeur en abandonnant leurs avantages compétitifs.
Le chômage frappe aujourd'hui 200 millions de personnes et la croissance n'est pas de retour. A Davos, ManpowerGroup a alerté les entreprises sur les conséquences de l'ère d'incertitude absolue qui s'est ouverte.
Over the past two decades, management consultants and academics at business schools have increasingly stressed what they view as the rapidly increasing levels of complexity and uncertainty in the environment that all organisations have to respond to and many have labelled these conditions ‘ hyper-competition’ or ‘high velocity competition’. To deal with these conditions, consultants and academics have called for organisations to become ‘agile organisations’.
Scalability is a key element of complexity science. Many complex systems tend to be selfsimilar across levels—the same dynamics work at multiple levels. They are explained by scaling laws. Scalability is a key element of complexity science. Many complex systems tend to be selfsimilar across levels—the same dynamics work at multiple levels. They are explained by scaling laws. Scalability results from what Mandelbrot calls fractal geometry. A cauliflower is an obvious example. Fractals often show Pareto distributions and are signified by power laws. Researchers find organization-related power laws in intrafirm decisions, consumer sales, salaries, size of firms, movie profits, director interlocks, biotech networks, and industrial districts, for example. Power laws signify Pareto distributions, which show “fat tails,” (nearly) infinite variance, unstable means, and unstable confidence intervals. Pareto distributions are alien to most quantitative organizational researchers, who are trained in Gaussian statistics and are trained to go to great lengths to configure their data to fit the requirements of linear regression, normal distributions, and related statistical methods.
..The dimensions of behavior within the Adaptive Systems Model exist on a relative and time-dependent scale. For example, if there’s a high drive to shape the environment, then at the same time, there will be a lower drive to respond to change.
Our claim is that identification boosts conflicts, and we suggest to address identities dynamics from a complex perspective, focusing on the processes instead of the entities, allowing ‘relational identities’ to emerge from interactions of the agents involved in the organization.
Philippe Vallat's insight:
Relationships are the heart. See also the Agile Manifesto: "Individuals and interactions over processes and tools".
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