A certain state of an organization, in its strategic, tactical, and operational components results from a combination of elements that makes it a very complex entity. Its components should co-exist in a dynamic and constant balance, whose configuration must have flexible and adaptable reaction mechanisms. As processes increase in complexity, it becomes more difficult to manage an organization, almost in real time, in its many dimensions and configurations. It is therefore essential to identify, given its current complexity, how to guarantee holistic organizational adaptation, agent roles in configuration change, and also, how to design, organize, and manage an organization, in the resource domain, considering: 1) multiple restrictions, 2) critical needs of real time, and 3) various configurations. Using design and action research, this chapter proposes the concept of organizational configuration that, based on a macrogenesis capability, allows the creation and adaptation of transversal transformation mechanisms that, harnessing complexity, are able to maintain the necessary balance to guarantee viability and performance.
Organizational Configuration Map, Taxonomy of BEING
