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An antagonistic dialogue about chaordic systems thinking: part II

An antagonistic dialogue about chaordic systems thinking: part II This paper is a continuation of the antagonistic dialogue about the differences of chaordic systems thinking (CST) and socio‐technical systems design (STS). In this second part of the conversation a concrete example is used to illustrate the added value provided by CST. Whereas STS focuses on an organization's surface by designing processes and structures, CST aims at a developed mind and hence at the capability to reflect and understand. It is assumed that consciousness is the basis for the emergence of real organizational novelty, and thus, a prerequisite for viability. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The Learning Organization Emerald Publishing

An antagonistic dialogue about chaordic systems thinking: part II

The Learning Organization , Volume 11 (6): 8 – Dec 1, 2004

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References (5)

Publisher
Emerald Publishing
Copyright
Copyright © 2004 Emerald Group Publishing Limited. All rights reserved.
ISSN
0969-6474
DOI
10.1108/09696470410548818
Publisher site
See Article on Publisher Site

Abstract

This paper is a continuation of the antagonistic dialogue about the differences of chaordic systems thinking (CST) and socio‐technical systems design (STS). In this second part of the conversation a concrete example is used to illustrate the added value provided by CST. Whereas STS focuses on an organization's surface by designing processes and structures, CST aims at a developed mind and hence at the capability to reflect and understand. It is assumed that consciousness is the basis for the emergence of real organizational novelty, and thus, a prerequisite for viability.

Journal

The Learning OrganizationEmerald Publishing

Published: Dec 1, 2004

Keywords: Sociotechnical change; Organizational change; Learning

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