Towards a dialogic management of cognitive competence

In this paper we examine the nature of the competences needed for promoting innovation and change. Taking our experiences as the starting point, we examined the literature and interviewed managers and those responsible for innovation in enterprises and discovered that our research findings contradict the simplistic view of innovation facilitation and management material in the work place. Our research suggests that for innovation to take place two contradictory notions, the order principle and the disorder principle, have to be engaged at the same time. As a philosophy, the Positivistic epistemology is unable to handle these contradictions. Therefore we suggest the use of Morin's “dialogy” as a way of managing these contradictions essential for innovation."Innovation and change";"order and disorder";"management";"contradictions";"dialogy"

Towards a dialogic management of cognitive competence

International audienceIn this paper we examine the nature of the competences needed for promoting innovation and change. Taking our experiences as the starting point, we examined the literature and interviewed managers and those responsible for innovation in enterprises and discovered that our research findings contradict the simplistic view of innovation facilitation and management material in the work place. Our research suggests that for innovation to take place two contradictory notions, the order principle and the disorder principle, have to be engaged at the same time. As a philosophy, the Positivistic epistemology is unable to handle these contradictions. Therefore we suggest the use of Morin's “dialogy” as a way of managing these contradictions essential for innovation

Internet Security Management: A Joint Postgraduate Curriculum Design

This paper presents the structure and content of a series of a postgraduate curriculum in Internet Security Management developed and presented jointly by the Schools of Information Systems and Computer Science at Curtin University of Technology in Western Australia. The integration of generic skills (including problem solving, risk and project management, change management and research methods) with specialist security knowledge and practical project courses is also discussed

Projectique et soft systems : mobiliser l’intelligence de l’organisation

La pression exercée par la mobilité de l’environnement et par la nécessité de fonctionner de façon intelligente et rapide amène à se poser des questions fondamentales sur les problématiques d’organisation. Notre travail débute par la présentation de la pensée complexe qui met sur la sellette des modes de cognition traditionnels des problématiques de l’organisation. Les modes hiérarchiques fonctionnant par planification et contrôle ne résistent pas à cette analyse. Notre travail consistera à analyser des modes alternatifs d’organisation de l’activité tournant autour d’une méthode d’organisation du travail coopératif complexe, « Soft Systems Methodology » et du paradigme du projet. L’intégration des deux approches nous semblent, à la lumière de notre expérience, fournir un terreau favorable à l’épanouissement de l’organisation intelligente et apprenante.The need for rapid, intelligent and complex actions and reactions in human activity Systems require a fundamental reflection about organisation roles. Complex thinking processes are calling into question the traditional modes of cognition of organisational problems. Planning and control based hierarchical management is increasingly considered as being outdated and overtaken by new events. Our paper suggests a way of analysing alternative modes of organising complex activity using « Soft Systems Methodology « and project paradigm. Integrating both approaches may open a fruitful way of developing intelligent and learning organisations to deal with the pressures from global environments