Political Culture and Covalent Bonding: A Conceptual Model of Political Culture Change

Our class of models aims at explaining the dynamics of political attitude change by means of the dynamic changes in values, beliefs, norms and knowledge with which it is associated. The model constructs a political culture perspective over the relationship between macro and micro levels of a society and polity. The model defines the bonding mechanism as a basic mechanism of the political culture change by taking inspiration from the valence bonding theory in Chemistry, which has inspired the elaboration of the mechanisms and processes underlying the political culture emergence and the political culture control over the relationship between macro-level political entities and the micro-level individual agents. The model introduces operational definitions of the individual agent in political culture terms. The simulation model is used for the study of emergent political culture change phenomena based on individual interactions (emergent or upward causation) as well as the ways in which the macro entities and emergent phenomena influence in turn the behaviors of individual agents (downward causation). The model is used in the ongoing research concerning the quality of democracy and political participation of the citizens in the Eastern European societies after the Fall of Berlin Wall. It is particularly aimed at explaining the long-term effect of the communist legacy and of the communist polity concept and organization onto the political mentalities and behaviors of the citizens with respect to democratic institutions and political power. The model has major implications in political socialization, political involvement, political behavior, corruption and polity modeling

The need for new types of organisation for the new century

Commercial organisations are at the heart of our economic, political and social systems and define almost every aspect of our lives. Most organisations today operate on the modernist principles of rational bureaucracy, which diminishes the complexities of human life, and because of the perpetual quest for growth, is destroying the natural resources of the planet on which we depend for life. This essay critiques the universal, one size fits all approach of the modern organisation, suggesting it is time for a change. There are other types of organisation, such as voluntary organisations or social enterprises, offering new ways of organising society that are fairer, accepting of difference and diversity and have the potential to unleash creativity and develop relationships both within communities and with the natural environment

Technoscientia est Potentia?: Contemplative, interventionist, constructionist and creationist idea(l)s in (techno)science

Within the realm of nano-, bio-, info- and cogno- (or NBIC) technosciences, the ‘power to change the world’ is often invoked. One could dismiss such formulations as ‘purely rhetorical’, interpret them as rhetorical and self-fulfilling or view them as an adequate depiction of one of the fundamental characteristics of technoscience. In the latter case, a very specific nexus between science and technology, or, the epistemic and the constructionist realm is envisioned. The following paper focuses on this nexus drawing on theoretical conceptions as well as empirical material. It presents an overview of different technoscientific ways to ‘change the world’—via contemplation and representation, intervention and control, engineering, construction and creation. It further argues that the hybrid character of technoscience makes it difficult (if not impossible) to separate knowledge production from real world interventions and challenges current science and technology policy approaches in fundamental ways

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.

Developing future-scaffolding skills through science education

Can science teaching contribute to developing skills for managing uncertainty towards the future and projecting imagination forwards? If so, how? In this paper, we outline an approach to 'teach the future' through science education. In the first part, we describe a framework that has been constructed to orient the design of teaching modules comprised of future-oriented educational activities. Then, a teaching module on climate change is described. The module was tested in a class of upper secondary school in Italy (grade12) and the main results are reported. They concern a change in perception of the future, as revealed by students: from far and unimaginable, the future became conceivable as a set of possibilities, addressable through concrete actions and within their reach, in the sense that they became able to view themselves as agents of their own future. The results lead us to argue that the approach appears promising in developing 'futurescaffolding skills', skills that enable people to construct visions of the future that support possible ways of acting in the present with one's eye on the horizon

Self-organising agent communities for autonomic computing

Efficient resource management is one of key problems associated with large-scale distributed computational systems. Taking into account their increasing complexity, inherent distribution and dynamism, such systems are required to adjust and adapt resources market that is offered by them at run-time and with minimal cost. However, as observed by major IT vendors such as IBM, SUN or HP, the very nature of such systems prevents any reliable and efficient control over their functioning through human administration.For this reason, autonomic system architectures capable of regulating their own functioning are suggested as the alternative solution to looming software complexity crisis. Here, large-scale infrastructures are assumed to comprise myriads of autonomic elements, each acting, learning or evolving separately in response to interactions in their local environments. The self-regulation of the whole system, in turn, becomes a product of local adaptations and interactions between system elements.Although many researchers suggest the application of multi-agent systems that are suitable for realising this vision, not much is known about regulatory mechanisms that are capable to achieve efficient organisation within a system comprising a population of locally and autonomously interacting agents. To address this problem, the aim of the work presented in this thesis was to understand how global system control can emerge out of such local interactions of individual system elements and to develop decentralised decision control mechanisms that are capable to employ this bottom-up self-organisation in order to preserve efficient resource management in dynamic and unpredictable system functioning conditions. To do so, we have identified the study of complex natural systems and their self-organising properties as an area of research that may deliver novel control solutions within the context of autonomic computing.In such a setting, a central challenge for the construction of distributed computational systems was to develop an engineering methodology that can exploit self-organising principles observed in natural systems. This, in particular, required to identify conditions and local mechanisms that give rise to useful self-organisation of interacting elements into structures that support required system functionality. To achieve this, we proposed an autonomic system model exploiting self-organising algorithms and its thermodynamic interpretation, providing a general understanding of self-organising processes that need to be taken into account within artificial systems exploiting self-organisation.<br/

The new sciences of chaos and complexity and organisational change : a case study of the Open University

This thesis investigates the use of ideas and insights from the new sciences of chaos and complexity in organisations, especially in organisational change interventions. It contends that organisations are still dominated by approaches derived from classical, traditional science and that these are no longer very helpful. Newer approaches to organisational life are emerging, including the learning organisation, and these offer innovative ways forward. Other more radical ideas are also emerging from understandings derived from the new sciences. It uses a detailed case study of the Open University to explore the use of a range of change theories in introducing change into a complex, complicated, traditional organisation. The change process studied used ideas drawn from modern notions of strategic change but also some ideas available in the literature which draws on insights from the new sciences. Stacey's (1992, 1993, 1996) work particularly his 9 point complexity theory of organisation (1996) is used to provide a theoretical framework. This thesis concludes that the new sciences offer an effective and innovative way of introducing organisational change and offers a transition model of strategy which may serve as an enabling bridge between classical notions of change and a new sciences approach. It supports and builds upon Stacey's work by showing the benefits of using of self organising principles, especially self organising teams, as part of a strategic change intervention. Further it adds to the ideas on the human dynamics of change, suggests ways in which to introduce such a strategic change process and offers an additional interpretation of the development of teams in organisations

Complexity and creative capacity : reformulating the problem of knowledge transfer in environmental management

The Ningaloo Reef is Australia’s largest fringing coral reef and an iconic tourist destination; however tourism development in Ningaloo has been ad hoc and the area is challenged by human pressure on numerous fronts. In response to these challenges a number of research agencies brought together a range of scientists to study the effects of human interaction on the reef. Moving from research to practice has been understood to depend on the adaptive capacity of the institutions responsible for governing human activities, in this case in the Ningaloo area. Knowledge transfer describes the suite of strategies used to try to bridge the gap between research and management. Knowledge transfer efforts, however, seldom have the desired impact of seeing research applied to decision-making. The ubiquity of knowledge transfer difficulties across disciplines suggests a common root to the problem, based in our shared cultural assumptions. This study pairs a multidisciplinary theoretical investigation with action research to shed light on why knowledge transfer efforts so often fall short in terms of seeing research applied to practice. Recent environmental management perspectives on knowledge transfer illustrate the shift towards stakeholder participation as a means of improving knowledge transfer success. As such, the action research study involved the researcher embedding herself in the Ningaloo community for 18 months, adopting the role of a knowledge broker and engaging and collaborating with modelling researchers and local stakeholders on knowledge transfer efforts. However, despite intensive stakeholder engagement, evaluation interviews at the end of the process indicated that although the knowledge transfer process had the effect of catalysing relationships between stakeholder groups in the region, and between regional stakeholders and scientists, it appeared to have relatively little effect on the representational knowledge of local stakeholders or the actual application of research in practice. This led to the question of whether knowledge transfer is itself is part of the research uptake problem, as per the principles of problem formulation, which specify that resolving seemingly intractable problems requires examining the assumptions that underpin our thinking about the problem situation. On this basis, the theoretical component of this study explored the Newtonian assumptions that inform our understanding of knowledge transfer. An alternative complexity-based ontology is proposed, unifying the metaphysics of materialism and idealism, based on a synthesis of process philosophy, mathematical logic, quantum theory, general systems theory and the complexity sciences. The phenomena of cognition, learning, knowledge and organising are compared in relation to how they’ve been understood within the Newtonian paradigm, and how they are now being explained from the perspective of a complexity-based paradigm. By reframing the action research results from a complexity perspective, the Ningaloo knowledge transfer process does not constitute a failure in terms of enhancing the capacity of the Ningaloo system to make more sustainable decisions. Rather, the increased connectivity between stakeholder groups and scientists can be viewed as more importantly enhancing the creative capacity of Ningaloo’s governance system. It is posited that the research uptake problem should be reformulated from the basis of complexity paradigm, and the notions of knowledge transfer and adaptive capacity reconceptualised accordingly. Instead of devising rational objective arguments for someone else to improve the ‘adaptive capacity’ of human systems, scientists should focus instead on improving their own creative capacity in their local interactions