Organisational change
This is a twine about organisational change. The starting point for this twine is the observation that there are many reasons why the present organisational structures of companies are not able to address the needs and the wishes of the stakeholders involved. Yet, it is also unclear what the better solution should be. So, this is essentially a quest for the new structure of future organisations.
Please note that this is a public twine where members can freely express their point of view or publish content that they think is relevant. Therefore, this does not necessarily represent Xpragma's opinion.
Latest entries
Learning to share learning - an exploration of methods to improve and share learning
A report prepared for the UK Commission for Health Improvement. March 2003 This report is an illustrated literature review drawing on studies in the fields of education, psychology, organisational learning, personal learning, and participatory approaches to explore understanding of good learning practice. It includes more than 15 case studies that illustrate methodologies and approaches used ...
I believe most here would find this interesting... From the link - The Short Description: The goal of the Virtual Company Project is to build online tools to help groups create and implement governance rules necessary for successful collaboration. The project is premised on the belief that the right graphical interfaces can translate the structures of the group into clear and intelligible ...
Using Emergence to Take Social Innovation to Scale
Despite current ads and slogans, the world doesn't change one person at a time. It changes as networks of relationships form among people who discover they share a common cause and vision of what's possible. This is good news for those of us intent on changing the world and creating a positive future. Rather than worry about critical mass, our work is to foster critical connections. We don't ...
About half a century ago, Peter Drucker coined the term "knowledge worker" to describe a new class of employee whose basic means of production was no longer capital, land, or labor but, rather, the productive use of knowledge. Today, these knowledge workers, who might better be called professionals, represent a large and growing percentage of the employees of the world's biggest corporations. ...
Engineered for Change - The Dynamically Stable Holonic Enterprise
Presentation given at the International Conference on Complex Systems 2007, October 31, 2007
Beyond SOA: A New Enterprise Architecture Framework for Dynamic Business Applications
A successful outcome is never questioned when a plane with millions of interdependent parts is designed, especially when cost is not a factor. Why are the outcomes of complex software projects so unpredictable? In this two-part article, the authors analyze the causes of project failures and propose a new approach beyond SOA based on adaptive systems theory and a new information architecture.
The Xpragmatic View - Life as it is: all holons
Our body, nature, the universe, they are all examples of so-called holarchies, hierarchies of parts that are grouped to form wholes that are greater than the sum of the composing parts and whereby each part in itself is also a whole. Just like a company with its divisions, departments, etc. Or not?
The Holonic Perspective in Organization and Management
The notions of holon and holarchy are more and more frequently found in the literature of organizational studies, management science, business administration and entrepreneurship. By systematically applying the whole/part conceptual relation, we can reconsider the very same ideas of organization, management and manufacturing. Connected to these ideas are those of holonic networks, holonic and ...
*net in a nutshell is an entirely new way to work. It is to current work infrastructure what the blog is to the manually transcribed book. It is my premise that sufficient technologies exist to enable a fully mediated working relationship where value can be tracked at an unprecedented level of detail, in real time, and reward can be assigned automatically based on outcomes. Mediated (web based ...
Harnessing the power of informal employee networks - The McKinsey Quarterly
In any professional setting, networks flourish spontaneously: human nature, including mutual self-interest, leads people to share ideas and work together even when no one requires them to do so. As they connect around shared interests and knowledge, they may build networks that can range in size from fewer than a dozen colleagues and acquaintances to hundreds. Research scientists working in ...
