A holistic frame‐of‐reference for modelling social systems

Sice, Petia; French, Ian

doi:10.1108/03684920610662638

Cited by 16 publications

(11 citation statements)

References 12 publications

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“…Os administradores de futuras mudanças não procuram nem estabilidade nem previsibilidade, mas o desenvolvendo um nível confortável que tolera o desequilíbrio. As empresas precisam relaxar a rigidez das estruturas, procurando um nível de ordem que permite mudanças e flexibilidade, promovendo contínuo aprendizado com o ambiente (BAUER, 2008;TETENBAUM,1998 e SICE;FRENCH e MOSEKILDE 2006).…”

Section: Flexibilidade Das Estruturas Organizacionaisunclassified

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Complexity Theory in Organizations

Vieira

Gonçalves

2017

Nucleus

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RESUMO:Este estudo aborda a utilização da Teoria da Complexidade em empresas que operam em mercados competitivos, ambiência complexa ou turbulenta. A Teoria da Complexidade apresenta um sistema com uma ordem em uma aparente aleatoriedade. Por sua vez, essa ordem se apresenta na forma de padrões sendo definidos como qualquer comportamento que ocorra mais de uma vez. Para visualiza-los é preciso mudar o foco das partes para o todo. Em um sistema complexo, dinâmico, após o ponto de bifurcação, que é uma mudança irreversível, o comportamento do sistema torna-se desnorteado e imprevisível por algum tempo, mas tende a estabilizar-se em um novo equilíbrio, porém, qualitativamente distinto do original. Este trabalho objetiva a analise da teoria da complexidade em organizações que enfrentam competições acirradas e mudanças ambientais rápidas, sob as perspectivas da ambiência , estrutura organizacional, processo decisório e gestão, e verificar se as empresas possuem elementos desta teoria. A metodologia pode ser classificada como qualitativa, por meio de um estudo exploratório. Avaliamos dez empresas da Grande Belo Horizonte quando evidenciamos que os resultados observados validaram as proposições iniciais.Palavras-Chave: Teoria da Complexidade. Sistema dinâmico. Sistema não linear. Turbulência. COMPLEXITY THEORY IN ORGANIZATIONS SUMMARY:This study deals with the Complexity Theory in organizations that operate in competitive market and complex or turbulent environments. The complexity theory presents a system whose order is apparently random. In turn this order presents itself in standard patterns which have been defined as any behavior that occurs more than once. In order to visualize them, it is necessary to change the focus from the parts to the whole. In a dynamic complex system, after the point of bifurcation, which is an irreversible change, the behavior of the system becomes confused and unpredictable for some time, but tends to stabilize itself in a new equilibrium qualitatively distinct from the original. The objective of this study is to analyze the complexity theory in organizations that face strong competition and rapid environmental changes from the perspective of environment, organizational structure, decision making process, and management, as well as verify if the companies have the elements of this theory. The methodology may be classified as qualitative, by the means of an exploratory study. Ten companies in the metropolitan Belo Horizonte region were studied and the results validated the initial theoretical propositions.Keywords: Complexity theory. Dynamic system. Non-linear system. Turbulence. RESUMEN:Este estudio aborda el uso de la teoría de la complejidad en las empresas que operan en mercados competitivos, ambiente complejo y turbulento. La Teoría de la Complejidad presenta un sistema con una orden en aparente aleatoriedad. A su vez, este orden es en forma de patrones se definen como cualquier comportamiento que ocurre más de una vez . Para poder verlos es necesario cambiar el enfoque de las partes...

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Section: Flexibilidade Das Estruturas Organizacionaisunclassified

“…O traço mais predominante consiste no fato de que sete empresas, em oito, consideram o modelo de hierarquia flexível, híbrido ou com poucos níveis adequados para empresas conforme advogam Tetenbaum (1998), Sice, French e Mosekilde (2006); Thietart e Forgues (1995) e Morgan (2000).…”

Section: Discussão E Conclusãounclassified

Complexity Theory in Organizations

Vieira

Gonçalves

2017

Nucleus

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“…thinking, feeling, attitudes, cultural values, etc. (Zeeuw, 2011;Sice et al, 2004Sice et al, , 2006Sice et al, , 2008.…”

Section: Stage 3 Exploring Differing Understandings and Worldviewsmentioning

confidence: 99%

Evaluating the possibilities and actualities of the learning process

Anderson

Sice

2016

TLO

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Purpose This paper aims to reflect on the opportunities and challenges of the learning process in practice and explores the case of a local authority school Pilot Wellbeing Programme (PWP) intervention. The aim of the PWP was to create the best workplace conditions and circumstances for people to flourish and mature, both individually and collectively. Findings show that the socio-physical environment plays a significant and leading role in supporting this work, as does the consistent modelling of higher level behaviours including integrity, respect and acceptance by intervention managers and school leadership teams. It was also important that the change processes were continually tailored and nuanced to meet the evolving needs of the staff and organisation throughout the intervention. Emphasis was also placed on encouraging individual involvement and commitment by implementing inclusive measures that fostered trust and openness. Design/methodology/approach The intervention worked to the organisational learning process model. Findings Headteachers (HT) are still playing a key role as caregivers to their staff. Wellbeing is something people in school generally expect to be “done” to them. Personal accountability for one’s own health and wellbeing is still a growth area in schools. Any change processes implemented to support this process need to be continually tailored and respectfully nuanced to meet the evolving needs of the staff and organisation throughout the intervention. Accruing quantitative evidence to support the effects of wellbeing work in schools is painstaking and challenging. Practical implications HT have traditionally taken the role of school staff “caregiver”, overseeing staff wellbeing often to the detriment of their own wellbeing. This situation is becoming unsustainable as HT’ capacity for this kind of work is diminishing. School staff need to accept an increasing role in the maintenance of their own personal–professional wellbeing. Social implications School staff who do not mind their own wellbeing act as a poor model to their pupils who may ultimately emulate their behaviour. Additionally, as staff sickness absence due either directly or indirectly to stress becomes a growing issue in schools, educational standards will be increasingly difficult to attain and maintain. Wellbeing mechanisms need to be put in place now to stem this possibility. Originality/value The intervention is unique in as much as it took a deliberately holistic approach to school staff wellbeing by including all school staff in the change programme. Previous similar programmes have targeted professional staff only, excluding non-teaching classroom staff and school support and maintenance staff.

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“…To a very large extent, behaviour is a regulator of perception. We enact our world rather than recognise one [21,23].…”

Section: Autopoiesismentioning

confidence: 99%

Leadership capability: An autopoietic perspective

Sice

Koya

Mansi

2013

HSM

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There is a large body of literature by the Chilean biologists Humberto Maturana and Francisco Varela, referred to as Autopoietic Theory. This theory describes the dynamics of living systems; dealing with cognition as a biological phenomenon. The theory, however, has found far wider application than may be suggested from its biological roots, to generate implications for epistemology, i.e. enactive view of cognition, communication and social systems theory. This paper presents key insights and explores their implication to understanding leadership capability from the perspective of an enactive view of cognition. Autopoiesis suggests that the quality of human experience, is determined by the interplay between the internal dynamics (biological processes) and the environment (social and other) of an active situated human agent, and thus offers an alternative perspective to interpreting and developing leadership capability. What is required is to foster an environment where awareness is actively developed, fragmentation of experience is avoided and language is used to promote creativity. A mini case study of the hearing aid manufacturer, Oticon A/S, is used for illustration.

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A holistic frame‐of‐reference for modelling social systems

Cited by 16 publications

References 12 publications

Complexity Theory in Organizations

Complexity Theory in Organizations

Evaluating the possibilities and actualities of the learning process

Leadership capability: An autopoietic perspective

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