ISBN:
9780080513331
Language:
English
Pages:
401 p.
Parallel Title:
Print version Organizational Survival in the New World
DDC:
302.35
Keywords:
Electronic books
Abstract:
Decision-MakingImplementation; Summary; Chapter 9. The Art of Collaborative Leadership; Important Aspects of Collaborative Leadership; The Leader as Facilitator; Managing Risk; Description of Collaborative Leaders; Chapter 10. Creating Emergence; Culture as an Emergent Phenomenon; Steps to Creating an Action Culture; Trust; Reviewing Structure and Management; The Icas Emergent Characteristics; Chapter 11. The Change Agent's Strategy; The Growth Path of Knowledge and Sharing; Create a Shared Vision; Build the Business Case; Demonstrate Leadership Commitment; Facilitate a Common Understanding
Abstract:
Having Knowledge About Knowledge
Abstract:
The ICAS ModelEmergent Characteristics; An Introduction to the Eight Emergent Characteristics of the ICAS; An Introduction to the Four Major Processes; Chapter 4. Exploring the Emergent Properties of the ICAS; Organizational Intelligence; Unity and Shared Purpose; Optimum Complexity; Selectivity; Knowledge Centricity; Flow; Permeable Boundaries; Multidimensionality; Chapter 5. Relationships Among Emergent Properties; Major Relationships in the ICAS; The Drivers of Organizational Intelligence; The Interweaving of Flow; Permeable Boundaries and Selectivity; Concluding Thoughts
Abstract:
In this book David and Alex Bennet propose a new model for organizations that enables them to react more quickly and fluidly to today's fast-changing, dynamic business environment: the Intelligent Complex Adaptive System (ICAS). ICAS is a new organic model of the firm based on recent research in complexity and neuroscience, and incorporating networking theory and knowledge management, and turns the living system metaphor into a reality for organizations. This book synthesizes new thinking about organizational structure from the fields listed above into ICAS, a new systems model for the success
Description / Table of Contents:
Front Cover; Organizational Survival in the New World; Copyright Page; Contents; List of Figures and Tables; Foreword; Preface; Acknowledgments; Introduction; Part I: The Groundwork; Chapter 1. Moving Beyond the Bureaucratic Model; The Metamorphosis: Breaking Free of the Cocoon; Challenges to Becoming World Class; Chapter 2. The Present and Future Danger, or Why We Need to Change; The Five Major Drivers; Change, Uncertainty, and Complexity; Why We Need a New Theory of the Firm; Part II: The Theory; Chapter 3. The Intelligent Complex Adaptive System (ICAS); Definitions and Assumptions
Description / Table of Contents:
The ICAS ModelEmergent Characteristics; An Introduction to the Eight Emergent Characteristics of the ICAS; An Introduction to the Four Major Processes; Chapter 4. Exploring the Emergent Properties of the ICAS; Organizational Intelligence; Unity and Shared Purpose; Optimum Complexity; Selectivity; Knowledge Centricity; Flow; Permeable Boundaries; Multidimensionality; Chapter 5. Relationships Among Emergent Properties; Major Relationships in the ICAS; The Drivers of Organizational Intelligence; The Interweaving of Flow; Permeable Boundaries and Selectivity; Concluding Thoughts
Description / Table of Contents:
Part III: The ICAS in PracticeChapter 6. The Learning Structure of the New Organization; Guiding Principles for Structuring the ICAS Organization; Developing the ICAS Structure; The Use of Teams; Operational Teams; Action Teams; Communities of Practice and Interest; The Mesh Network; Significant Structural Factors; Structure in Support of the Emergent Characteristics; Chapter 7. The Action Culture for Success; Types of Culture; Assumptions for the ICAS Culture; The Action Culture; The Organizational Ego and Id; Chapter 8. The Four Major Organizational Processes; Creativity; Problem-Solving
Description / Table of Contents:
Decision-MakingImplementation; Summary; Chapter 9. The Art of Collaborative Leadership; Important Aspects of Collaborative Leadership; The Leader as Facilitator; Managing Risk; Description of Collaborative Leaders; Chapter 10. Creating Emergence; Culture as an Emergent Phenomenon; Steps to Creating an Action Culture; Trust; Reviewing Structure and Management; The Icas Emergent Characteristics; Chapter 11. The Change Agent's Strategy; The Growth Path of Knowledge and Sharing; Create a Shared Vision; Build the Business Case; Demonstrate Leadership Commitment; Facilitate a Common Understanding
Description / Table of Contents:
Set LimitsShare New Ideas, Words, and Behaviors; Identify the Strategic Approach; Develop the Structure; Measure and Incentivize; Provide Tools; Promote Learning; Envision an Even Greater Future; Chapter 12. Strategy, Balance, and the Correlation of Forces; A Framework for Constructing Strategy; The Issue of Dynamic Balance; A Conceptual Overview of the ICAS Strategy; The Correlation of Forces; The Forces; The Environmental Opportunity Space; Critical Success Factors; Chapter 13. A Tale of Two Firms; Part IV: The Knowledge Solution; Chapter 14. the New Knowledge. Worker; Clear Line of Sight
Description / Table of Contents:
Having Knowledge About Knowledge
Description / Table of Contents:
the Intelligent Complex Adaptive System (ICAS). ICAS is a new organic model of the firm based on recent research in complexity and neuroscience, and incorporating networking theory and knowledge management, and turns the living system metaphor into a reality for organizations. This book synthesizes new thinking about organizational structure from the fields listed above into ICAS, a new systems model for the success
Description / Table of Contents:
The Groundwork; Chapter 1. Moving Beyond the Bureaucratic Model; The Metamorphosis: Breaking Free of the Cocoon; Challenges to Becoming World Class; Chapter 2. The Present and Future Danger, or Why We Need to Change; The Five Major Drivers; Change, Uncertainty, and Complexity; Why We Need a New Theory of the Firm; Part II: The Theory; Chapter 3. The Intelligent Complex Adaptive System (ICAS); Definitions and Assumptions
Description / Table of Contents:
The ICAS in PracticeChapter 6. The Learning Structure of the New Organization; Guiding Principles for Structuring the ICAS Organization; Developing the ICAS Structure; The Use of Teams; Operational Teams; Action Teams; Communities of Practice and Interest; The Mesh Network; Significant Structural Factors; Structure in Support of the Emergent Characteristics; Chapter 7. The Action Culture for Success; Types of Culture; Assumptions for the ICAS Culture; The Action Culture; The Organizational Ego and Id; Chapter 8. The Four Major Organizational Processes; Creativity; Problem-Solving
Description / Table of Contents:
The Knowledge Solution; Chapter 14. the New Knowledge. Worker; Clear Line of Sight
Note:
Description based upon print version of record
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