Collective intelligence for OER sustainability

To thrive, the Open Educational Resource (OER) movement, or a given initiative, must make sense of a complex, changing environment. Since “sustainability” is a desirable systemic capacity that our community should display, we consider a number of principles that sharpen the concept: resilience, sensemaking and complexity. We outline how these motivate the concept of collective intelligence (CI), we give examples of what OER-CI might look like, and we describe the emerging Cohere CI platform we are developing in response to these requirements

Mapping wisdom as a complex adaptive system

This is the second of two papers concerning wisdom as an ecosystem appearing in sequential editions of Management & Marketing journal. The notion of wisdom as an ecosystem, or "the wisdom ecology", builds on work by Hays (2007) who first identified wisdom as an organisational construct and proposed a dynamic model of it. The centrepiece of this and its former companion paper is a relationship map of the Wisdom Ecosystem (the Causal Loop Diagram at Figure 1). The first paper, "The Ecology of Wisdom", introduced readers to the topics of wisdom and complex adaptive systems, and presented a dynamic model of the Wisdom Ecosystem. This second paper discusses systems dynamics modelling (mapping systems) and covers the Wisdom Ecosystem model in detail. It describes the four domains, or subsystems, of the Wisdom Ecosystem, Dialogue, Communal Mind, Collective Intelligence, and Wisdom, and walks readers through the model, exploring each of its 25 elements in turn. It examines the relationships amongst system elements and illuminates important aspects of systems function, providing a rare tutorial on developing and using Causal Loop Diagrams.Causal Loop Diagramming, Complexity, Dialogue, Organisational Learning, Systems Dynamics, Wisdom.

The ecology of wisdom

This is the first of two papers concerning wisdom as an ecosystem appearing in sequential editions of Management & Marketing journal. The notion of wisdom as an ecosystem, or “the wisdom ecology,” builds on work by Hays (2007) who first identified wisdom as an organisational construct and proposed a dynamic model of it. The centrepiece of this paper and the companion part to follow is a relationship map of the wisdom ecosystem (the Causal Loop Diagram at Figure 1). This first instalment provides background on wisdom and complex adaptive systems, and introduces the wisdom ecosystem model. The second instalment, “Mapping Wisdom as a Complex Adaptive System,” appearing in the next edition of Management & Marketing, explains systems dynamics modelling and discusses the wisdom ecosystem model in detail. It covers the four domains, or subsystems, of the wisdom ecosystem, Dialogue, Communal Mind, Collective Intelligence, and Wisdom, and walks readers through the model, exploring each of its 24 elements in turn. That second paper examines the relationships amongst system elements and illuminates important aspects of systems function.causal loop diagramming, complexity, dialogue, organisational learning, systems dynamics, wisdom.

Comunicación en las organizaciones: contribuciones a las revistas académicas europeas

Studies and research work devoted to organizational communication had, until the last fifteen years or so, remained marginal, but during that period they have emerged to become a major focus for analysis by a growing number of researchers in the Information and Communication Sciences (ICS). They occupy ever greater ground in theoretical debates relating to organizations that had hitherto been covered by neighboring disciplines such as sociology and/or management. Initially limited to the world of business, they have gradually opened out to organizations in general, meaning any established social unit that conducts a set of activities oriented towards defined goals, as with clubs and associations or local authorities, for example. They now address both communication processes observed and the strategic means employed. A large number of empirical studies have been devoted to the issue.Los estudios y los trabajos de investigación sobre la comunicación en las organizaciones, hasta hace quince años, habían permanecido marginales, pero en estos últimos años han cobrado fuerza y se han convertido en el objeto principal de investigación para muchos investigadores de la Información y Ciencias de Comunicación (CCI). Ahora se investiga con fundamentos teóricos propios, mientras que antes se investigaba con fundamentos de otras disciplinas, como la Sociología. Al principio, las investigaciones se centraban en el ámbito empresarial y del negocio, pero gradualmente se han abierto a organizaciones en general, como con clubs y asociaciones o ayuntamientos, por citar algunos ejemplos

What is Strategic Competence and Does it Matter? Exposition of the Concept and a Research Agenda

Drawing on a range of theoretical and empirical insights from strategic management and the cognitive and organizational sciences, we argue that strategic competence constitutes the ability of organizations and the individuals who operate within them to work within their cognitive limitations in such a way that they are able to maintain an appropriate level of responsiveness to the contingencies confronting them. Using the language of the resource based view of the firm, we argue that this meta-level competence represents a confluence of individual and organizational characteristics, suitably configured to enable the detection of those weak signals indicative of the need for change and to act accordingly, thereby minimising the dangers of cognitive bias and cognitive inertia. In an era of unprecedented informational burdens and instability, we argue that this competence is central to the longer-term survival and well being of the organization. We conclude with a consideration of the major scientific challenges that lie ahead, if the ideas contained within this paper are to be validated

Meaning Management: A Framework for Leadership Ontology

Leadership is a multifaceted and complex subject of research and demands a sound ontological stance that guides studies for the development of more integrative leadership theories. In this paper, I propose the leadership ontology PVA (perception formation – value creation – achievement realization) and associate it with the two existing leadership ontologies: TRIPOD (leader – member – shared goals) and DAC (direction – alignment – commitment). The leadership ontology PVA, based on a new theory called “meaning management,” consists of three circularly supporting functions: cognitive function to form perception, creative function to generate value, and communicative function to realize higher levels of achievement. The PVA is an epistemology-laden ontology since the meaning management theory allows one to make propositions that explicitly link its three functions with the leadership outcomes: perception, value, and achievement. Moreover, the PVA leadership ontology transcends and includes both the conventional TRIPOD ontology and the DAC ontology

COMPLEXITY * SIMPLICITY * SIMPLEXITY

“In the midst of order, there is chaos; but in the midst of chaos, there is order”, John Gribbin wrote in his book Deep Simplicity (p.76). In this dialectical spirit, we discuss the generative tension between complexity and simplicity in the theory and practice of management and organization. Complexity theory suggests that the relationship between complex environments and complex organizations advanced by the well-known Ashby’s law, may be reconsidered: only simple organization provides enough space for individual agency to match environmental turbulence in the form of complex organizational responses. We suggest that complex organizing may be paradoxically facilitated by a simple infrastructure, and that the theory of organizations may be viewed as resulting from the interplay between simplicity and complexity. JEL codes: