Singerian Inquiring Organizations: Guiding Principles and Design Guidelines for Learning Organizations

Technological changes and shifting demands make learning essential in present-day organizations. One of the main reasons companies fail is because of their inability to learn and adapt (Argyris, 1998). Courtney et al. (1996) have suggested that Churchman’s (1971) models of inquiring systems might form the basis for the design of effective learning organizations. Inquiring organizations are described as learning organizations modeled on the theories of inquiring systems, or systems whose actions result in the creation of knowledge. Effective inquiring organizations create knowledge and learn new behaviors to adjust to changing circumstances. Such organizations capture and leverage valid knowledge, making it widely available for use throughout the organization. Learning is a fundamental aspect of these inquiring organizations, and a well-designed learning subsystem is critical to their success. Learning by organizations relies on individuals and groups as agents for the transfer of knowledge. Over time, what is learned is built into the structure, culture, and memory of the organization. This paper continues a theme of adapting Churchman’s models of inquiring systems by exploring the philosophies of E.A. Singer as they relate to inquiring organizations. The guidelines presented provide ways for modern organizations to identify themselves as knowledge- generating systems and thereby begin the transition to learning organization

Hegelian Inquiring Organizations: Guiding Principles, Design Guidelines, and IT Support

This paper continues the tradition (Courtney et al. 1996, 1997, 1998, 1999) of using the principles of inquiring systems design (Churchman, 1971) to suggest how effective learning organizations might be developed. Specifically, the paper proposes that Hegelian inquiring systems are well suited for “wicked” problems and knowledge work, and therefore that Hegelian inquiring organizations are well suited for the wicked environments of the new world of business (Malhotra, 1997, 2000). In addition, the paper shows how extant information technologies can support Hegelian inquiring organizations

Inquiring Organizations and Tacit Knowledge

Churchman’s five Inquiring Systems are considered in the light of Polanyi’s distinction between Tacit Knowing and Practical Thinking. It is suggested that the five Inquiring Systems are distinct and crucial elements of the Learning Organization that can be divided into two perspectives: the modes of Tacit Knowing and the levels of Practical Thinking. Tacit Knowing critically contributes to the sustainable growth of an organization through its connection with (1) intuition (2) holism, and (3) ethics

Decision Support Systems for Inquiring Organizations

For many years, organizations have been faced with increasing amounts of information but have not been able to adequately use that information in a way that allows for organizational growth. The ability of an organization to learn is likely to be the only competitive advantage left in an economy where technology can be a significant leveling factor. Integrating decision support systems and inquiring systems will produce support for a learning organization that is capable of complex problem formulation and solution. There are many similarities between inquiring systems and decision support systems. This paper suggests that decision support will be enhanced by integrating the theory of decision support in a comprehensive inquiring system that is capable of adapting to changes in the business environment. Development of such a system will ensure that decisionmakers and managers can focus on the task of guiding an organization to its ultimate success rather than expending energy sorting through information to make accurate and timely decisions

Metaknowledge Management in Inquiring Organizations: Towards a Knowledge Ecology

Metaknowledge management is the judicious or strategic management or leveraging of the different ways in which we come “to know,” based on Churchman’s (1971) classic work, “The Design of Inquiring Systems” so that we respond to situations in the most appropriate way. It differs from knowledge management in that it is concerned more with how we know what we know than with what we know per se (information and knowledge). By helping individuals and organizations to understand and be aware of their preferred ways of thinking and knowing, in terms of Churchman’s inquiring systems, organizations can leverage their knowledge assets and collective wisdom to increase innovation and responsiveness. This workshop builds on, and provides a means to integrate, the Churchmanian based works of Courtney, Croasdell and Paradise’s (1998) work on Inquiring Organizations, Harrison and Bramson’s (1982) Inquiry Modes, Malhotra’s ( 1997, 1998) work on Knowledge Management in Inquiring Organizations and Knowledge Ecology, and Mitroff and Linstone’s (1993) work on New Thinking for the Information Age and Unbounded Systems Thinking. Such a synthesis can provide a practical and applied approach to the development of a knowledge ecology conducive to the generation and utilization of actionable knowledge at the individual, group, and organizational/community levels

Creating and fostering Singerian inquiring organizations through psychological empowerment in the context of information assurance

Singerian Inquiring Organizations (SIO) (Courtney, et al., 1998; Courtney, 2001) are knowledge-based enterprises based on Churchman\u27s theory of Singerian inquiring systems (Courtney, 2001). For Singerian organizations to thrive, employees must feel unfettered to quest for knowledge, share what knowledge has been found, and express opinions about the findings of others. In short, employees must feel empowered to act in order to foster the well-being and development of the organization and its stakeholders. Both the psychology and organizational behavior literature have examined psychological empowerment as a way to challenge individuals and/or employees to take control of and interest in organizational situations; however, there has been limited research examining the amalgamation of empowerment and information systems (IS) research constructs. The purpose of this research is to extend the empowerment stream of research into IS and examine the potential positive influence that empowered employees can have on the information assurance of an organization, and ultimately, the ways in which these principles can foster Singerian Inquiring Organizations, providing a roadmap for organizations to construct their own SIO environment. These ideas were conceptualized in a research model, which was tested by collecting survey data, and proven to be significant and of good fit. The model conceptualized in this research is offered as a way for organizations to model themselves as a Singerian Inquiring Organization, and in turn foster an organizational environment where employees are empowered to contribute in the decision-making process and tackle real world problems

Knowledge Management and Churchman\u27s Inquirers: Evidence of Supporting Research

This paper examines current knowledge management research with respect to Churchman\u27s (1971) inquiring systems. Given that two of the most important constructs in knowledge management are knowledge creation and organizational learning, these systems should reflect the characteristics of inquiring systems as defined by Churchman (1971) and subsequently conceptualized by Mason and Mitroff (1973) and Hall, Paradice, and Courtney (2003), and should support inquiring organizations as conceptualized by Courtney, Croasdell, and Paradice (1998). This paper presents a case for using Churchman’s inquiring systems as a lens through which to view knowledge management research and examines extant research for areas appropriate for such a framework. Understanding Churchman’s inquirers and their characteristics may be critical to the direction and focus of future knowledge management research

Kantian Inquiring Systems: An Illustration of a Retail Organization

The Kantian inquiring system can be used as a model for learning organizations. Based on Churchman\u27s work (1971) and Courtney, Croasdell, and Paradice\u27s work (1998), this paper discusses the Kantian inquiring system and applies it to a retail organization. Kantian systems take inputs in the context of a space-time framework and theories, process the inputs using multiple models, and interpret the data in terms of the best fitting model. Accepted outputs from the system are integrated into the system\u27s fact net. The guarantor of the system is the fit between the data and the model. Recommendations are made regarding the retail organization, using guidelines from the Kantian inquiring system, to improve its operations

Letter from a Connecticut Supporter to Geraldine Ferraro

Letter from a Connecticut supporter to Geraldine Ferraro, inquiring about organizations working on decals for those carrying children in motor vehicles. Includes data entry sheet.https://ir.lawnet.fordham.edu/vice_presidential_campaign_correspondence_1984_connecticut/1055/thumbnail.jp