Organizations as Brains

1. Organizations as Brains

2. Brain as Learning Organization • 1) Brains are “flexible, inventive and resilient….” p. 72. • 2) Brains specialize (left/right) but also retain generalist capabilities (can make up for one function if another function fails) • 3) Mobots show that centralizing brains is less effective than distributing brain functions.

3. Brain Image • “The brain as a system engages in an incredibly diverse set of parallel activities that make complementary and competing contributions to what eventually emerges as a coherent pattern.” 75.

4. Three Metaphors within the Brain Metaphor • There are various ways to view the brain. We will be talking about three: • Brains as Information Processing Systems • Brains as Cybernetics • Brains as Holographs

5. Brains as Information Processing Systems • Brains collect different kinds of information (rules, words, data, etc) and try to make sense of the information. a) brains as bounded rationality -- 1. Managers used the above idea to try to control uncertainty 2. March and Simon, however, argue that “left” and “right” brain should be integrated: intuition and rationality. Don’t control uncertainty, work with it (just-in-time)

6. Brains as Cybernetics • 1) Brains self regulate through “negative feedback” • A) Assess the environment • B) Match environment with norms • C) Assess deviations from norms • D) Use “negative feedback” to get back on course.

7. Negative Feedback • Single Loop versus Double Loop

8. Working with Uncertainty: the Progressive Organization • 1) See the environment as changing. • 2) Consistently question operating norms “why do we do it this way?” • 3) Allow new patters to emerge • 4) Use double loop learning (TQM and ringi)

9. Brains as Holographs • A hologram is a type of image in which the whole is created in every one of the parts; the organization can self generate during times of chaos

10. 1) Build the whole into the parts • Corporate DNA: Everyone shares the same vision, values and goals. • Networked Intelligence – • Holographic Structure – • Holistic teams and Diversified Roles – • 2) Redundancy • 3) Requisite Variety • 4) Minimum Specs • 5) Learning to Learn

11. Strengths and Weaknesses • 1) Values people; diversity; uncertainty; intution • 2) Managers May resist because they would have to give up power and be self-critical.

12. If you were to apply the metaphor, which concepts would be critical to include?