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Registration open daily from 8am - 6pm.  Please join us for the #ISSS2015 #Roundtable at 7.45am each morning.

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Thursday, August 6 • 14:00 - 14:30
Evolutionary Phases of the Emerging Consilience Organization

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At the turn of the 21st century, new forms of organization with different essence are emerging across various sectors with the intertwined complicated problems in the global context. Such complicated problems embody both detailed complexity of order and dynamic complexity of Chaos. Dynamic vs. static state, close system vs. open system, and structural coupling with both nature and norm are prevalently observed in many organizations. While entropy and negentropy compose the two sides of organizational energy flow, we also see the coexistence of the negative feedback loops minimizing possibility space for higher performance and the positive feedback loops maximizing possibility space for renewal and allows greater innovation.

It is such co-existence, co-development and co-evolving organizational phenomenon that shape the unique culture of the emerging “Consilience Organization”. In a consilience organization, both hetero-organizing and self-organizing appear side by side, both bureaucrat and networks compose the operation structure, both whole (system-based) and parts (agent-based) have their role in organizational holarchy, both homogeneous and heterogeneous agents work together. Meanwhile, both self-interest value and other-interest value are allowed in consillience organization; and both rationality and unrationality, or bounded rationality is appreciated. The organizational espoused theory incorporates both modernism and postmodernism, or post post-modernism. In terms of organizational leadership, authority by law and contingency by situation are not contradictory; and both competition and cooperation are critical strategies. In regard with organizational change and transformation, first order cybernetics change is as important as second order cybernetics change; continuous change and discontinuous change occur at the same time. Other phenomenon in a consilience organization includes the co-existence of simple and complex organizational control, genotype and phenotype interaction rule, slow macro dynamics and fast micro dynamics. 

Since the emerging consilience organization might have the seemingly contradictory, yet co-existing and co-developing organizational embodiments, it is worthy of our further inquiry of its evolutionary phases. In the presentation, the author would propose a four- phased evolutionary process of a consilience organization, namely phase 1of becoming innovative, phase 2 of falling to chaos, phase 3 of getting better and phase 4 of turning rigid. Phase 1 and 3 are the intended consequences (or direct effects) of organizational activities; Phase 2 and 4 are the unintended consequences (or side effects) of organizational activities. From phase 1 to phase 2 and from phase 3 to phase 4 are the decline consequences (or desilience) of organizational activities; From phase 2 to phase 3 and from phase 4 to phase 1 are the growth consequences (or resilience) of organizational activities; the resilience from phase 2 to phase 3 need to stabilize and minimize the possibility space; the resilience from phase 4 to phase 1 need to unstabilize and maximize the possibility space.

The evolutionary phases of a consilience organization may not follow in the linear process. A consillence organization could survive from two kinds of desilience and make a great resilience. It could also take a new cycle of all of the 4 phases. Because the scale and strength are different from the first cycle, it needs a totally different skill of resilience, and we will name it re-resilience or consilience. In the re-resilience or consilience of the evolution phases of consilience organization, we could see the consilience organization evolve from low complexity to high complexity. It is expected that the evolution phases of consilience organization will be emerging as a new discipline of organizational, entrepreneurial, and social Innovation.

Key words: Consilience organization, Revolution phases, Desilience, Resilience, High complexity.


Presenter / Artist
KL

Kingkong Lin

PhD Student, holos.lin@msa.hinet.net
ISSS Student


Thursday August 6, 2015 14:00 - 14:30
Copenhagen 1 Scandic Berlin Potsdamer Platz, Gabriele-Tergit-Promenade 19, 10963 Berlin, Germany

Attendees (1)