scholarly journals MECHANISTIC, OR BIOTIC ORGANIZATIONS: RESEARCH OF ORGANIZATIONAL PRINCIPLES TOWARDS SUSTAINABILITY OF SOCIAL SYSTEMS

2017 ◽  
Vol 7 (1) ◽  
pp. 94-112
Author(s):  
Karel Slinták
Keyword(s):  
Social Systems ◽  
Organizational Principles

scholarly journals Social Inversions and Education

2019 ◽  
Vol 27 (12) ◽  
pp. 39-49
Author(s):  
D. A. Sevost’yanov
Keyword(s):  
Social Systems ◽  
Social Hierarchy ◽  
Hierarchical System ◽  
Mutual Position ◽  
Social Hierarchies ◽  
Progressive Development ◽  
The Social ◽  
Organizational Principle ◽  
The Subject ◽  
Organizational Principles

The article focuses on hierarchical and inverse relations in social systems. Hierarchy is the basic form of organization in social systems. Complex hierarchies have the ability to form inverse relationships. Inverse relationships occur when the lower element in social hierarchy becomes the dominant, but formally remains in a subordinate position. In a hierarchical system, there are certain organizational principles that determine the mutual position of the elements. There are several such principles in complex hierarchies. Inversions arise when two or more organizational principles collide in social hierarchy. The developed inversions are a manifestation of internal contradictions in the hierarchical system. The accumulation of these contradictions can lead to the collapse of the hierarchical system. For example, the development of social inversions can cause a revolution in which certain organizational principles in the social system are abolished. But in some cases, resolving of these contradictions leads to another step in the progressive development of the system. Thus, the resolution of contradictions occurs when the subject actually moves to a higher position in the social hierarchy. One of the most important organizational principles that determine the position of the subject in the social hierarchy is based on the educational level of this subject. Increasing the level of education entails the increase of the subject’s social status. However, the position of the subject in the social hierarchy is also determined by other organizational principles. These principles may conflict with the educational organizational principle. As a result, there is a social inversion. Education is a factor that can both generate inversions in the social hierarchy and eliminate them. The development of society is closely connected with the manifestations of the educational organizational principle, with its interaction with other organizational principles in the social hierarchy. The analysis of inverse relations in social hierarchies is an effective research tool that allows to predict and prevent social tension in society.

Improving Organizational Social Contexts for Effective Human Services

2018 ◽  
Author(s):  
Anthony L. Hemmelgarn ◽  
Charles Glisson
Keyword(s):  
Human Services ◽  
Social Systems ◽  
Social Contexts ◽  
Service Organizations ◽  
Organizational Strategies ◽  
Organizational Research ◽  
The Social ◽  
Quality And Outcomes ◽  
Improve Service Quality ◽  
Organizational Principles

Emphasizing five basic points, this chapter summarizes what the authors have learned in their development of evidence-based organizational strategies. First, human service organizations vary in their social contexts, and those differences affect the way services are provided. Second, the social contexts of human services can be changed with organizational strategies, and those changes can improve service quality and outcomes. Third, organizational social contexts are essential for innovation because they reflect the power of social systems to promote changes in individual behavior. Fourth, organizational research illustrates that social contexts affect the implementation of best practices to improve effectiveness. Fifth, strategies for improving an organization’s capacity for innovation build upon a century of work on improving organizational effectiveness that has direct implications for human services. This chapter introduces the ARC strategies that include: (1) key organizational principles, (2) organizational components that drive innovation, and (3) mental models to support improvement efforts.

Business: Conceptualizations of Organizational Change Viewed Through the Lens of Power: A Tutorial for the Speech-Language Pathologist/Audiologist Administrator

2011 ◽  
Vol 21 (1) ◽  
pp. 9-17
Author(s):  
Patrick R. Walden
Keyword(s):  
Organizational Change ◽  
Health Care Organizations ◽  
Social Power ◽  
Social Systems ◽  
Front Line ◽  
Organization Level ◽  
Speech Language Pathologist ◽  
Constant State ◽  
Theories Of Change ◽  
Or Organization

Both educational and health care organizations are in a constant state of change, whether triggered by national, regional, local, or organization-level policy. The speech-language pathologist/audiologist-administrator who aids in the planning and implementation of these changes, however, may not be familiar with the expansive literature on change in organizations. Further, how organizational change is planned and implemented is likely affected by leaders' and administrators' personal conceptualizations of social power, which may affect how front line clinicians experience organizational change processes. The purpose of this article, therefore, is to introduce the speech-language pathologist/audiologist-administrator to a research-based classification system for theories of change and to review the concept of power in social systems. Two prominent approaches to change in organizations are reviewed and then discussed as they relate to one another as well as to social conceptualizations of power.

Men in organizations: An approach to social systems analysis

1972 ◽  
Author(s):  
Walter L. Wilkins ◽  
Blair W. McDonald ◽  
Allen Jones ◽  
Lee Murdy ◽  
Lawrence R. James ◽  
...  
Keyword(s):  
Systems Analysis ◽  
Social Systems

New research frameworks in the study of chimpanzee and gorilla sociality and communication

2019 ◽  
Author(s):  
Sam G. B. Roberts ◽  
Anna Roberts
Keyword(s):  
Social Evolution ◽  
Social Complexity ◽  
Brain Size ◽  
Social Systems ◽  
Strongly Correlated ◽  
The Social ◽  
Human Social Evolution ◽  
Research Frameworks ◽  
New Research ◽  
Large Groups

Group size in primates is strongly correlated with brain size, but exactly what makes larger groups more ‘socially complex’ than smaller groups is still poorly understood. Chimpanzees (Pan troglodytes) and gorillas (Gorilla gorilla) are among our closest living relatives and are excellent model species to investigate patterns of sociality and social complexity in primates, and to inform models of human social evolution. The aim of this paper is to propose new research frameworks, particularly the use of social network analysis, to examine how social structure differs in small, medium and large groups of chimpanzees and gorillas, to explore what makes larger groups more socially complex than smaller groups. Given a fission-fusion system is likely to have characterised hominins, a comparison of the social complexity involved in fission-fusion and more stable social systems is likely to provide important new insights into human social evolution

Keynote

2019 ◽  
Vol 1 (1) ◽  
Author(s):  
Jeanne LIEDTKA
Keyword(s):  
Organizational Performance ◽  
Design Thinking ◽  
Social Systems ◽  
Field Research ◽  
Higher Order ◽  
Lens Design ◽  
Social Sector ◽  
Extensive Field ◽  
Innovative Solutions ◽  
The Impact

The value delivered by design thinking is almost always seen to be improvements in the creativity and usefulness of the solutions produced. This paper takes a broader view of the potential power of design thinking, highlighting its role as a social technology for enhancing the productivity of conversations for change across difference. Examined through this lens, design thinking can be observed to aid diverse sets of stakeholders’ abilities to work together to both produce higher order, more innovative solutions and to implement them more successfully. In this way, it acts as a facilitator of the processes of collectives, by enhancing their ability to learn, align and change together. This paper draws on both the author’s extensive field research on the use of design thinking in social sector organizations, as well as on the literature of complex social systems, to discuss implications for both practitioners and scholars interested in assessing the impact of design thinking on organizational performance.

Nature, poetry and medicine in late 18th century England: a unified perspective of Erasmus Darwin

1976 ◽  
Vol 7 (4) ◽  
pp. 537-537
Author(s):  
M. McNEIL
Keyword(s):  
18Th Century ◽  
Human Society ◽  
Nature Poetry ◽  
Medicine And Philosophy ◽  
Late 18Th Century ◽  
Medical Theory ◽  
Lunar Society Of Birmingham ◽  
Organizational Principles ◽  
Century Science ◽  
Erasmus Darwin

Erasmus Darwin was the focus and embodiment of provincial England in his day. Renowned as a physician, he spent much of his life at Lichfield. He instigated the founding of the Lichfield Botanic Society, which provided the first English translation of the works of Linnaeus, and established a botanic garden; the Lunar Society of Birmingham; the Derby Philosophical Society; and two provincial libraries. A list of Darwin's correspondents and associates reads like a "who's who" of eighteenth century science, industry, medicine and philosophy. His poetry was also well received by his contemporaries and he expounded the evolutionary principles of life. Darwin can be seen as an English equivalent of Lamarck, being a philosopher of nature and human society. His ideas have been linked to a multitude of movements, including the nosological movement in Western medicine, nineteenth century utilitarianism, Romanticism in both Britain and Germany, and associationist psychology. The relationships between various aspects of Darwin's interests and the organizational principles of his writings were examined. His poetical form and medical theory were not peripheral to his study of nature but intrinsically linked in providing his contemporaries with a panorama of nature. A richer, more integrated comprehension of Erasmus Darwin as one of the most significant and representative personalities of his era was presented.

Managing uncertainty in healthcare interpreter-mediated interaction

2020 ◽  
Vol 15 (2) ◽  
pp. 150-164
Author(s):  
Claudio Baraldi ◽  
Laura Gavioli
Keyword(s):  
Systems Theory ◽  
Conversation Analysis ◽  
Social Systems ◽  
Analytical Framework ◽  
Social Systems Theory ◽  
Intercultural Mediators ◽  
Or History

This paper analyses healthcare interactions involving doctors, migrant patients and ‘intercultural mediators’ who provide interpreting services. Our study is based on a collection of 300 interactions involving two language pairs, Arabic–Italian and English–Italian. The analytical framework includes conversation analysis combined with insights from social systems theory. We look at question-answer sequences, where (1) the doctors ask questions about patients’ problems or history, (2) the doctors’ questions are responded to and (3) the doctor closes the sequence, moving on to another question. We analyse the ways in which mediators help doctors design questions for patients and patients understand and eventually respond to the doctors’ design. While the doctor’s question design aims at obtaining details which are relevant for the patients’ care, it is argued that collecting such details involves complex interactional work. In particular, doctors need help in displaying their attention to their patients’ problems and in guiding patients’ responses into medically relevant directions. Likewise, patients need help in reacting appropriately. Mediators help manage communicative uncertainty both by showing the doctor’s interest in what the patient says, and by exploring and rendering the patient’s incomplete, extended and ambiguous answers to the doctor’s questions.

Complexity and the Art of Public Policy

2016 ◽  
Author(s):  
David Colander ◽  
Roland Kupers
Keyword(s):  
Social Systems ◽  
Policy Framework ◽  
Government Control ◽  
Institutional Structures ◽  
Policy Models ◽  
Benefit Corporations ◽  
Evolving System ◽  
Societal Problems ◽  
Modern Analytical ◽  
Policy Solutions

Complexity science—made possible by modern analytical and computational advances—is changing the way we think about social systems and social theory. Unfortunately, economists’ policy models have not kept up and are stuck in either a market fundamentalist or government control narrative. While these standard narratives are useful in some cases, they are damaging in others, directing thinking away from creative, innovative policy solutions. This book outlines a new, more flexible policy narrative, which envisions society as a complex evolving system that is uncontrollable but can be influenced. The book describes how economists and society became locked into the current policy framework, and lay out fresh alternatives for framing policy questions. Offering original solutions to stubborn problems, the complexity narrative builds on broader philosophical traditions, such as those in the work of John Stuart Mill, to suggest initiatives that the authors call “activist laissez-faire” policies. The book develops innovative bottom-up solutions that, through new institutional structures such as for-benefit corporations, channel individuals’ social instincts into solving societal problems, making profits a tool for change rather than a goal. It argues that a central role for government in this complexity framework is to foster an ecostructure within which diverse forms of social entrepreneurship can emerge and blossom.

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