Imagineering the butterfly effect : transformation by inspiration /
Making change happen' is an important challenge strategists face today. Not only do many of our organizations need change, whole industries and systems need to transform in order to survive and thrive in a connected society. In this study the complexity-based design approach of imagineering is...
Saved in:
| Main Author: | |
|---|---|
| Format: | Electronic eBook |
| Language: | English |
| Published: |
The Hague :
Eleven International Publishing,
[2014]
|
| Subjects: | |
| Online Access: | CONNECT |
Table of Contents:
- Cover; Title Page; Preface; Testimonials; Table of Contents; List of Tables; List of Figures; List of illustrating Boxes; Academic Abstract; Managerial Abstract; 1 Introduction; 1.1 Introduction; 1.2 The 'Age of Emergence'; 1.2.1 Emergence; 1.2.2 The complementary scientific lens of complexity science; 1.2.3 Organisations as agents and subjects of emergent processes; 1.3 The Design Matrix; 1.3.1 Complex problems and complicated problems; 1.3.2 Central creativity and distributed/collective creativity; 1.3.3 Imagineering; 1.4 A structural shift in value creation.
- 1.4.1 Two modes of value creation: sequential and simultaneous1.4.2 Transforming the enterprise logic: rethinking relevance and relationships; 1.5 Complexity, change and Design; 1.5.1 Extending our worldview; 1.5.2 Extending our thinking; 1.5.3 Different perspectives on effectuating 'change' by design; 1.5.4 Complexity and change; 1.5.5 Complexity and design; 1.6 Research on 'Emergence by Design' and the genesis of this study; 1.6.1 Emergence by design; 1.6.2 Designing for organizational emergence; 1.6.3 Genesis of the study in the creative industries.
- 1.7 Research problem, questions and assumptions1.7.1 Research problem; 1.7.2 Research questions; 1.7.3 Research assumptions; 1.8 Outline; 1.8.1 How to read the study; 1.8.2 How the study was written; 1.8.3 Map of the Thesis; 2 Complexity and Social Systems Inquiry; 2.1 Introduction; 2.2 Systems theory; 2.2.1 Systems thinking and its evolution; 2.2.2 The paradigm of complexity; 2.2.3 Basic principles of the complexity paradigm; 2.2.4 Basic metaphors of the paradigm of complexity; 2.2.5 Conclusion: Systems thinking versus complexity thinking; 2.3 Systems philosophy; 2.4 Systems methodology.
- 2.4.1 Complexity and the social sciences2.4.2 Complexity and research methodology; 2.4.3 Complexity and management; 2.4.4 Complexity and change; 2.4.5 Complexity and organization development; 2.4.6 Complexity and Design; 2.4.7 Conclusions of social systems methodology; 2.5 Conclusion on complexity and social systems inquiry; 3 Enterprise Logic Transformation as a process of Organizational Emergence; 3.1 Introduction; 3.2 Enterprise Logic Transformation; 3.2.1 Definition; 3.2.2 The deep logic of value creation; 3.2.3 Implications of the shift in value creation for the enterprise logic.
- 3.2.4 The role of archetypes in enterprise logic transformation3.3 Organizational Emergence; 3.3.1 Emergence; 3.3.2 Self-organization and emergence; 3.3.3 Organizational emergence: non-reflexive, reflexive; 3.3.4 Misinterpretations of emergence in social systems; 3.3.5 Adaptive tension as a driver for organizational emergence; 3.4 Research on organization transformation and organizational emergence; 3.4.1 Insights from conventional transformation research; 3.4.2 Conventional organization design research; 3.4.3 Complexity studies on emergence in the explanatory paradigm.
