Enlarge the frame of management education Summary We have been educated for stability — and we continue to train people to be effective in known territories — but the current competitive environment is unstable. How can we prepare to live in unstable contexts? How can we prepare to be effective if the conventional management models are collapsing?
We are experiencing a turbulent transition, moving from an old, predictable industrial model towards an unprecedented economic context.
The current complex context can be characterized by three elements: Therefore, tools based on static models cannot effectively analyze the current situation. Preparing for instability means dealing with a new territory with situations and events that do not yet exist but which will probably impact future projects.
So the challenge is: How do I manage this uncertainty about the future in order to be effective in the instability of the present?
To address these challenges, it is necessary to develop new skills that allow for interaction with unstable environments. These skills are related to: The capacity to explore and expand development options The ability to create opportunities and materialize possibilities The capacity to act and decide under uncertainty The capacity to assume challenges and lead projects in the context of dynamic change The future is characterized by a new landscape, in which organizations need a new strategic map to deal with new conditions in order to be competitive.
Therefore, we need to renew our beliefs, mental models, and skills to create future possibilities amid the current instability. Training for instability involves developing personal skills and designing corporate resources that will allow the organization to address unpredictable dynamics.
The exploration of opportunities and the design of alternatives in an unknown world are essential for competitive development.
Being efficient in a known world does not guarantee permanence or future competitiveness. Problem Leadership models are supported by post-medieval principles such as control, power, objectivity, and prediction.
These principles have been defined in organizational designs based on the efficiency of the processes like a machinebut isolated from the dynamic context.
This self-referential design, which generated the great development of industrialization in this century, is collapsing due to three factors: In the first case, the mechanical design is a rigid structure that conflicts with the nature of human systems, which are: Inflexibility does not guarantee adequate responses, which intensifies the difficulties in operation and performance.
Finally, classical management models are designed to "win or win. This principle defines the decisions and movements that focus on the exclusion of actors market or community and resource exploitation.
We are living in a historic moment with two profound changes: What resources do we need in order to advance in this unknown landscape? An increase in actors involved in the dynamics of events: A deep network of interdependence: This dynamic increases the impact of mutual effects in space effects may appear in different places or regions and time the speed of the impacts and the consequences of these effects on the relevant relationships.
On the other hand, the classic management model has been focused on optimizing the limitations. From this perspective, the possibilities are limited and growth opportunities are mutually exclusive: Rather, it is based on the capacity to move within the current conditions.This case study of a single host city documents the complexity of the local response to displaced survivors of Hurricane Katrina by nongovernmental organizations (NGOs) and faith-based organizations (FBOs).
Although additional disaster-related funding provided needed case management and financial services, it also added complexity to the service delivery system.
Their comments are precisely the sort of responses we had hoped for—useful extensions and critiques of our article. It is only through such detailed critiques that the field of design can make progress.
Systemic Design for Social Complexity: Relating Systems Thinking and Design, “DesignX: Complex Sociotechnical Systems,” She Ji. response variables were deemed central concerns for either theoretical or practically oriented research, and their complexity was dealt with under the headings of aptitude input measures, repeated learning measures, multiple learning measures, and aptitude output measures.
The history of the internet design process as depicted in the internet RFCs provides evidence of the value of social capital, interpersonal relationships, and community in the face of instability.
Drawing conceptual distinctions is a necessary first step for many of the other coping techniques.
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