Intelligence strategy: The integrated 3C-OK framework of intelligent human organizations

2004 ◽  
Vol 23 (4) ◽  
pp. 203-211 ◽  
Author(s):  
T.Y. Liang
Keyword(s):  
Complex Adaptive Systems ◽  
Adaptive Systems ◽  
Collective Intelligence ◽  
Knowledge Structures ◽  
Human Beings ◽  
Complex Adaptive ◽  
Human Thinking ◽  
Knowledge Intensive ◽  
High Level

As humanity immerses deeper into the knowledge-intensive era, the mindset for leading, managing and structuring human organizations has to be transformed. Attention has been shifting from tangible to intangible assets. Human thinking systems, the sources where the world's most intense intrinsic intelligence originates become the key focal center. Intelligence and its dynamic are nonlinear. Arising from human consciousness are the two vital mental functions of awareness and mindfulness. These functions determine the quality of the mental state of the interacting agents. In addition, a high level of intelligence facilitates faster learning. All competitive human beings learn continuously to enhance the quality of their knowledge structures. Consequently, the bio-logic and human decision-making process improve. These activities constitute a critical component of the evolution dynamic. Similar to any intelligent biological organisms, all human organizations as composite complex adaptive systems must also nurture their own orgmind and collective intelligence to ensure their relevance and survival in the new context. Concurrently, activities such as continuous organizational learning, facilitating effective knowledge management processes, and building quality corporate knowledge structures must be cultivated. A mindful culture manifesting collaborative and sharing characteristic is crucial for sustaining the integrated dynamic. Recognizing the interdependency of the attributes involved is a key requirement. The 3C-OK framework to be conceptualized in this analysis is an attempt to enhance the new mindset.

The crucial roles of the artificial information systems web in intelligent human organizations

2003 ◽  
Vol 22 (3) ◽  
pp. 115-124
Author(s):  
Liang Thow Yick
Keyword(s):  
Information Systems ◽  
Complex Adaptive Systems ◽  
Adaptive Systems ◽  
Collective Intelligence ◽  
Physical Structure ◽  
Current Status ◽  
Human Beings ◽  
Intelligent Structure ◽  
Complex Adaptive ◽  
Human Thinking

Human organizations with human beings as interacting agents are complex adaptive systems. Such organizations continuously consume information, make decisions, and evolve with the changing environment. In this respect, all human organizations including businesses must enhance their collective intelligence in order to learn faster and compete more effectively. Thus, adopting an intelligent structure is vital to all businesses as the world moves deeper into the knowledge economy. The paradigmatic shift in thinking, structure, management and operation requires all intelligent human organizations to be designed around intelligence. An intelligent structure encompasses an orgmind, an intangible deep component, as well as a physical component. At the physical structure perspective, being able to identify, design and develop an artificial information systems network that synchronizes well with the orgmind is critical. The connectivity of the organization, and the manner in which it behaves, communicates and collaborates, depend on the effectiveness of its information systems network and its orgmind. The orgmind which is at least the collection of all the interacting human thinking systems must be fully aware of both the internal and external environments. Inevitably, in the new economy, intelligent human organizations must be equipped with a well-integrated intelligent information network which functions similarly to the nervous system in biological beings. This study examines the current status of artificial information systems and their networks in businesses with respect to the above concepts.

The new intelligence leadership strategy for iCAS

2007 ◽  
Vol 26 (2) ◽  
pp. 111-122 ◽  
Author(s):  
Thow Yick Liang
Keyword(s):  
Complex Adaptive Systems ◽  
Adaptive Systems ◽  
Collective Intelligence ◽  
Evolutionary Model ◽  
Biological Species ◽  
Leadership Strategy ◽  
Complex Adaptive ◽  
Human Thinking ◽  
Knowledge Intensive ◽  
New Generation

As humanity becomes more dependent on information and knowledge, the current concepts, theories and practices associated with leadership strategy have to be transformed. Fundamentally, the influence of the knowledge-intensive, fast-changing and more complex environment has initiated a shift in the mindset, strategic thinking, ability and style in the new generation of leaders. In addition, for all categories of human organizations (economics, business, social, education and political) their members are becoming better educated and informed, and consequently they are more sophisticated interacting agents with modified expectations. Leading these new intelligent human organizations is drastically different from leading a traditional setup. Consequently, the introduction of a new leadership strategy is inevitable. Concurrently, in the new context, it is also highly significant to recognize that all human thinking systems and human organizations are indeed complex adaptive systems. In such systems, order and complexity co-exist, and they learn, adapt and evolve with the changing environment, similar to the behavior of any biological species in an ecological system. The complex and nonlinear evolving dynamic is driven by the intrinsic intelligence of the individuals and the collective intelligence of the group. Therefore, focusing and exploiting the bio-logic rather than machine-logic perspective is definitely more appropriate. In this respect, a better comprehension of leadership strategy and organizational dynamics can be acquired by “bisociating” the complexity theory and the concept of organizing around intelligence. The resulting evolutionary model of this analysis is the intelligence leadership strategy.

Intelligence strategy: the evolutionary and co-evolutionary dynamics of intelligent human organizations and their interacting agents

2004 ◽  
Vol 23 (2) ◽  
pp. 137-149
Author(s):  
Thow Yick Liang
Keyword(s):  
Complex Adaptive Systems ◽  
Adaptive Systems ◽  
Evolutionary Dynamics ◽  
Collective Intelligence ◽  
Term Survival ◽  
Fast Learning ◽  
Interacting Agents ◽  
Complex Adaptive ◽  
Human Thinking ◽  
The Individual

In the knowledge economy, the human minds are the most vital center of analysis. They are the complex adaptive systems capable of processing information, establishing knowledge structure, conceptualizing idea, and making decision. The intrinsic intelligence of the individual minds, as well as the organizational/collective intelligence, drives the dynamic of all human systems. Primarily, the local self-enrichment processes of the interacting agents are autopoietic. In addition, global forces are also present in all human organizations. The global forces are constructive only if they support the elementary processes. The global forces originate from the orgmind of the organization. A complex relationship exists between the interacting agents and their systems. Traditionally, the decision-making dynamic of the human thinking systems has been dealt with in economics concepts such as the “economic” man that focuses on perfect rational decision, and Herbert Simon's “administrative” man that incorporates the idea of bounded rationality. In this study, the dynamic of an “intelligent” person is introduced. An intelligent person does not concentrate on optimality at all times. Instead, such a person adopts the intelligence strategy. An intelligent person is mindful and contributes continuously towards the collective intelligence of the system. The mindset of an intelligent person encompasses continual fast learning, longer-term survival, exploitation of the butterfly effect, and co-evolution with his/her system. In this respect, an intelligent person is a rather dissimilar interacting agent.

La politica dei Cluster in Europa: tendenze e criticitŕ emergenti

ARGOMENTI ◽  
2009 ◽  
pp. 99-122
Author(s):  
Alessandro Minello
Keyword(s):  
European Commission ◽  
Complex Adaptive Systems ◽  
Adaptive Systems ◽  
Triple Helix ◽  
Cluster Policy ◽  
Policy Makers ◽  
Critical Elements ◽  
Complex Adaptive

- Cluster policy today represent one of the main elements of the European agenda, both for policy makers and for practitioners. In the last decade an extensive-type cluster policy has produced a proliferation of clusters all over the Europe, but the generated quality of clusters created has not always been quite satisfactory. Following the input by the European commission, currently is underway a qualitative review of the goals and processes of European cluster policy. This paper aims at presenting such changes in the European cluster policy, beside the main lessons that can be learned. The analysis emphasizes some critical elements of the current process of "clustering" and highlights the role of the institutions, besides the market, in the planning of new clusters and the strengthening of those existing. The final message is that Europe needs a better cluster policy, rather than more clusters, according to the growing complexity and dynamism of clusters.Parole chiave: cluster, politica dei cluster, approccio triple-helix, sistemi adattivi complessi.Keywords: cluster, cluster policy, triple helix approach, complex adaptive systems.

scholarly journals Collaboration Among Agents of a Human System to Create Distributed Value

2020 ◽  
Vol 6 (1) ◽  
pp. 47-60
Author(s):  
Michael J. Fratantuono
Keyword(s):  
Complex Adaptive Systems ◽  
Business Strategy ◽  
Adaptive Systems ◽  
General Framework ◽  
Self Organization ◽  
Complex Adaptive ◽  
Resources And Capabilities ◽  
Model Components ◽  
High Level ◽  
Generic Agents

Purpose: This article presents a model that the author calls the Collaborative Enterprise (CE). It serves as a general framework for thinking about all collaborations. Distinguishing feature: The CE focuses first on the purpose of a collaboration, and it then turns to participants, resources and capabilities, and processes. It illustrates the relevance of the model with three mini-case studies. Model type: The model is developed via schematic diagrams and narrative explanation. Model components: The CE posits four generic agents that collectively leverage resources and capabilities as they engage in a structured series of processes. Model attributes: The CE illustrates combinations of self-organization and hierarchy among agent types and emphasizes key processes in a collaboration. Literature: Literature from business strategy; organizational theory; and basic systems theory, including complex adaptive systems, inform the CE. Key insights: The purpose of the CE is to create distributed value by launching initiatives in functional arenas to shape the determinants of high-level goals. Implications: Success in creating distributed value is possible but challenging.

scholarly journals Challenges in Caring for Unbefriended Residents in Long-term Care Homes: A Qualitative Study

2020 ◽  
Vol 75 (9) ◽  
pp. 2050-2061
Author(s):  
Stephanie A Chamberlain ◽  
Wendy Duggleby ◽  
Pamela B Teaster ◽  
Janet Fast ◽  
Carole A Estabrooks
Keyword(s):  
Complex Adaptive Systems ◽  
Adaptive Systems ◽  
Long Term Care ◽  
Care Staff ◽  
Care Homes ◽  
Term Care ◽  
Complex Adaptive ◽  
Care Aides

Abstract Objectives This study examined challenges experienced by long-term care staff in caring for unbefriended residents who are incapacitated and alone. These residents often are estranged from or have no living family or live geographically distant from them and require a public guardian as their surrogate decision-maker. To date, research on unbefriended older adults has focused on those living in acute care and community settings. Little is known about those living in long-term care homes. Method We conducted semi-structured interviews with 39 long-term care staff (e.g., registered nurses, care aides, social workers) and 3 public guardians. Staff were sampled from seven long-term care homes in Alberta, Canada. We analyzed interview transcripts using content analysis and then using the theoretical framework of complex adaptive systems. Results Long-term care staff experience challenges unique to unbefriended residents. Guardians’ responsibilities did not fulfill unbefriended residents’ needs, such as shopping for personal items or accompanying residents to appointments. Consequently, the guardians rely on long-term care staff, particularly care aides, to provide increased levels of care and support. These additional responsibilities, and organizational messages dissuading staff from providing preferential care, diminish quality of work life for staff. Discussion Long-term care homes are complex adaptive systems. Within these systems, we found organizational barriers for long-term care staff providing care to unbefriended residents. These barriers may be modifiable and could improve the quality of care for unbefriended residents and quality of life of staff. Implications for practice include adjusting public guardian scope of work, improving team communication, and compensating staff for additional care.

Social-Cognitive Mechanisms and Personality Coherence: Self-Knowledge, Situational Beliefs, and Cross-Situational Coherence in Perceived Self-Efficacy

1997 ◽  
Vol 8 (1) ◽  
pp. 43-50 ◽  
Author(s):  
Daniel Cervone
Keyword(s):  
Complex Adaptive Systems ◽  
Self Efficacy ◽  
Adaptive Systems ◽  
Social Cognitive ◽  
Cognitive Theory ◽  
Bottom Up ◽  
Personality Psychology ◽  
Complex Adaptive ◽  
Self Knowledge ◽  
High Level

This article presents a social-cognitive analysis of cross-situational coherence in personality functioning Social-cognitive analyses are contrasted with those of trait approaches in personality psychology Rather than attributing coherence to high-level constructs that correspond directly to observed patterns of social behavior, social-cognitive theory pursues a “bottom-up” analytic strategy in which coherence derives from interactions among multiple underlying causal mechanisms, no one of which corresponds directly to a broad set of responses Research investigating social and self-knowledge underlying cross-situational coherence in a central social-cognitive mechanism, perceived self-efficacy, is presented Idio-graphic analyses revealed that individuals' schematic self-knowledge and situational beliefs give rise to patterns of high and low self-efficacy appraisal across diverse, idiosyncratic sets of situations that do not, in general, correspond to traditional high-level trait categories Bottom-up analyses in personality psychology are related to other disciplines' analyses of organization in complex, adaptive systems

scholarly journals Picture This: The State of the Art in Visualization for Complex Adaptive Systems

2006 ◽  
Vol 12 (2) ◽  
pp. 189-192 ◽  
Author(s):  
Seth Bullock ◽  
Tom Smith ◽  
Jon Bird
Keyword(s):  
Complex Adaptive Systems ◽  
Artificial Life ◽  
Adaptive Systems ◽  
State Of The Art ◽  
Special Role ◽  
Special Issue ◽  
Future Developments ◽  
Complex Adaptive ◽  
High Level ◽  
Visualization Techniques

Visualization has an increasingly important role to play in scientific research. Moreover, visualization has a special role to play within artificial life as a result of the informal status of its key explananda: life and complexity. Both are poorly defined but apparently identifiable via raw inspection. Here we concentrate on how visualization techniques might allow us to move beyond this situation by facilitating increased understanding of the relationships between an ALife system's (low-level) composition and organization and its (high-level) behavior. We briefly review the use of visualization within artificial life, and point to some future developments represented by the articles collected within this special issue.

Nurturing intelligent human systems: the nonlinear perspective of the human minds*

2001 ◽  
Vol 20 (4) ◽  
pp. 281-289 ◽  
Author(s):  
Liang Thow Yick
Keyword(s):  
Complex Adaptive Systems ◽  
Adaptive Systems ◽  
Collective Intelligence ◽  
New Paradigm ◽  
Edge Of Chaos ◽  
Order And Disorder ◽  
Complex Adaptive ◽  
Knowledge Structuring ◽  
The Universe ◽  
Human Systems

Organizing around intrinsic intelligence is a new paradigm that all human organizations must adopt if they wish to evolve successfully in the emerging intelligence revolution. This fresh mindset perceives human systems as intelligent corporate beings possessing an orgmind and a collective intelligence of their own. Intelligence is the entity that drives the universe and its microcosms. Some attributes associated with human intelligence are mindfulness, information processing, knowledge structuring, and nonlinearity. Nonlinearity, in particular, is manifested because the inherent sources of intelligence, the human minds, are complex adaptive systems where order and disorder co-exist. Human organizations that are intelligent are able to tap on and exploit these characteristics collectively and effectively. Consequently, these organizations are able to learn, adapt, self-organize and co-evolve quickly with their environment as biological beings. Their intelligent structure is also better at exploiting the innovative and creative energy embedded at the edge of chaos.

scholarly journals Hungarian Energy Law as an Example of Using Complex System Viewpoints to Understand Risks in Public Administration Normativity

2020 ◽  
Vol 8 (2) ◽  
pp. 30-55
Author(s):  
Máté Tóth ◽  
Gyula Vastag
Keyword(s):  
Public Administration ◽  
Complex Adaptive Systems ◽  
Adaptive Systems ◽  
Complex Adaptive System ◽  
The Public ◽  
Systemic Risks ◽  
Complex Adaptive ◽  
First Time ◽  
Energy Law

Complex networks and complex adaptive systems theories come from hard sciences. The question arises whether these viewpoints can add anything to the understanding of the operation and failures of continental normativity governing the public sector. In the first part, this paper intends to demonstrate for the first time via industry-specific examples that Hungarian energy law, one of the absolute extremes of the rigid continental law is per se following complex adaptive system attributes as being implemented by the public administration, thus refuting any reductionist and linear concepts of ‘classical’ continental public law routines and prejudice. This leads to such essential features of complex systems like emergence, the ‘robust yet fragile’ dilemma and the issue of systemic risk that we investigate in the second part, also covering unpublished case studies, letting us closer to identify risks within the law applied by public administration. This in our view can add a lot to the understanding and improvement of the quality of normativity in order to mitigate systemic risks within law and public administration.

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