Tomas Backström, Professor School for Innovation, Design and Engineering
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Transcript of Tomas Backström, Professor School for Innovation, Design and Engineering
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Business Complexity & the Global Leader Conference, Oct. 2010
Emergence and sustainability in a decentralized organization
Tomas Backström, ProfessorSchool for Innovation, Design and Engineering
Mälardalen University, Eskilstuna, Sweden
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Complex systems theoryComplex systems consists of actors who are at the
same time independent and dependent.
Independent:• The actor has its own
identity, rhythm and pattern of behavior.
• Has freedom to act in accordance with own judgment,
• and competence to do so.
Autonomous
Dependent:• The actor is dependent
of a bigger wholeness, a meta-actor.
• Accept to be member of the meta-actor,
• and thus to follow its schemata (sub-culture, habits and relationics).
Integrated
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Given freedom of action
Allowed by supervisor
May,Possibility
Know,Competence
Want,Motive
Knowledge, Experiences
Maturity
Expected freedom of action
Social support
Loyal to group
Rewarding
Autonomy
Loyal to company
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Cooperation,Shared responsibility
Conflict management
Reasons/occasions to communicate
Bases for communication
Possibility of affiliation
Access to information Feedback,
Customer focus
Meetings
Knowledge of wholeness
Heedfulness of wholeness
Core values, Culture
Integration
Communicated vision of company
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Task for the manager
• Autonomy and integration – one of several energizing dualities.
• Dynamical balance between – stabilization through communication and
integration– instability through variations and autonomy.
• Rein control: two mechanisms with antagonistic function.
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Autonomy and Integration in 24 companies of different kinds
Moore autonomy than integration 9
- High individual autonomy and low integration 4
- High group autonomy and low organizational integration 5
Balance 6
- Balance between high autonomy and high integration 3
- Balance between low autonomy and low integration 3
More integration than autonomy 9
- Low autonomy and medium integration 2
- Low autonomy and high group integration 3
- Low autonomy and high organizational integration 4
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Emergence of schemata
Schemata
Complex processes with a lot of interactingindependent actors
Changes are based on earlier stages, thus identity is preserved.
AutonomyContinuous creation
and re-creation ofthe schemata
IntegrationThe schemata
govern the processes
Circular causality
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InsideSub-culture
Common thinkingE.g. goals of the unit.
OutsideBehavioral habits,
Institutionalizations
RelationicsPattern of relations,
Morphology of communication
Emerging schemata
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ManagerFormal morphology of Pharmacy area X:
Pharmacy A Pharmacy C
Pharmacy B Pharmacy D
Pharmacy E
Pharmacy F Pharmacy H
Pharmacy G
Formal goals of of Pharmacy area X: Customer focus and customer satisfaction.
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A
B
C
E
Emergent morphology of Pharmacy area X
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A B C E Total
Description of goals
Business 3 (18%) 2 (13%) 2 (25%) 6 (50%) 13 (25%)
Customer 11 (64%) 6 (40%) 5 (62%) 5 (42%) 27 (52%)
Personel 3 (18%) 7 (47%) 1 (13%) 1 (8%) 12 (23%)
Total17 (100%)
15 (100%)
8(100%)
12 (100%)
52 (100%)
Goals close to central vision
Locally emerging goals
Emergent goals of Pharmacy area X: