Just doing the do: A case study testing creativity and innovative processes as complex adaptive systems

Turner, John R.; Baker, Rose M.

doi:10.1002/nha3.20283

“…Turner and Baker [12] propose eight characteristics of complex adaptive systems from the literature. We tested these characteristics in the context of an organization, and each of these eight characteristics has shown to be present:…”

Section: Organizations As Complex Adaptive Systemsmentioning

confidence: 99%

“…[22] In current management practice 16 , the focus is very much on maintaining the production, optimizing it, and some degree of improvement, as pioneered in Lean. What entails innovation and 11 as an addition, not as a replacement for previous achievements 12 this corresponds to single, double or triple loop learning in argyris. [ 15 roles, and limits creation is very alien to mature organizations.…”

Section: Dilts - the Logical Level Of Thoughtmentioning

confidence: 99%

Agile Transformation as an Adaptive System

Taesch¹,

Rochefolle²,

Touirat³

et al. 2020

Preprint

0

View full text Add to dashboard Cite

Most mature companies have started some kind of “transformation”, either digital, or agile transformations, to cope with changes in the environment, yet most fail, ending up delivering nothing or just one more reorganization. We postulate that considering the Organization as a self-aware Complex Adaptative System (CAS) is paramount, as the common conception (Industrial: mechanistic and predictive) results in bringing the systems in a frozen or defensive mode. Stimulating the system enables us to use its adaptative power to develop new capabilities, and all layers should be tackled simultaneously, to prevent the system from collapsing back into its original state. To ensure this, it is necessary to create a seed per level, and a mechanism to propagate the transformation, with a focus on development instead of growth, that is qualitative change rather than quantitative. A common vocabulary should also be provided, so conversations can occur at every level. Finally, changing mindsets is key, and both concepts and techniques should be provided as enablers to the adequate mindset level. We detail one such transformation that resulted in distributed leadership and more intrinsic motivation, providing both an account of the transformation itself and a model to read it.

show abstract

“…11 as an addition, not as a replacement for previous achievements12 this corresponds to single, double or triple loop learning in argyris [25]. 13 what i believe is possible, what i believe is allowed 14 what i prefer, how i decide, what motivates me15 roles, and limits…”

mentioning

confidence: 99%

Agile Transformation as an Adaptive System

Taesch¹,

Rochefolle²,

Touirat³

et al. 2020

Preprint

0

View full text Add to dashboard Cite

Most mature companies have started some kind of “transformation”, either digital, or agile transformations, to cope with changes in the environment, yet most fail, ending up delivering nothing or just one more reorganization. We postulate that considering the Organization as a self-aware Complex Adaptative System (CAS) is paramount, as the common conception (Industrial: mechanistic and predictive) results in bringing the systems in a frozen or defensive mode. Stimulating the system enables us to use its adaptative power to develop new capabilities, and all layers should be tackled simultaneously, to prevent the system from collapsing back into its original state. To ensure this, it is necessary to create a seed per level, and a mechanism to propagate the transformation, with a focus on development instead of growth, that is qualitative change rather than quantitative. A common vocabulary should also be provided, so conversations can occur at every level. Finally, changing mindsets is key, and both concepts and techniques should be provided as enablers to the adequate mindset level. We detail one such transformation that resulted in distributed leadership and more intrinsic motivation, providing both an account of the transformation itself and a model to read it.

show abstract

Rahmenthemen

Fekete

2024

Risiko, Katastrophen Und Resilienz

0

View full text Add to dashboard Cite

Just doing the do: A case study testing creativity and innovative processes as complex adaptive systems

Cited by 4 publications

References 40 publications

Agile Transformation as an Adaptive System

Agile Transformation as an Adaptive System

Agile Transformation as an Adaptive System

Rahmenthemen

Contact Info

Product

Resources

About