Narrow Results

This chapter focuses on establishing the conceptual foundation of the macroscopic perspective (structure and processes) of human thinking systems—the conceptualization of the general information theory (a component of the complexity-intelligence strategy). In this analysis, the human thinking system is perceived to be comprised of two components namely, the energy–matter subsystem (the natural component), and the physical symbol subsystem (an artificial component unique to humanity). The general procedure in which the human mind handles and exploits one or more physical symbol systems (symbols manipulation) is analyzed. The conceptual development encompassing the creation of the character set, capturing and transformation of data and information, acquisition of knowledge and emergent of wisdom (the four external entities), and the significance of a written language, as well as the additional associated functions are investigated.

The unique ability of creating a character set is confined to humanity indicating that human thinking systems are the most intense intelligence sources on this planet. The intrinsic and interactive properties of the character set and the language depict the characteristics and sophistication/ complexity of the physical symbol system. Besides interacting among themselves (data, information, knowledge and wisdom), these external entities also interact with the natural entities, the information-coded energy quanta, according to certain rules and principles. Subsequently, the energy quanta interact with the information-coded matter structure (the brain’s complex neural network). This unique ability (the presence of a written language) allows knowledge to be stored externally, and abstract concepts (including theory) and complex strategizing to emerge for the first time in the human world. In this respect, in the intense human intelligence source (individual or collective), information and knowledge exists in physical, energy and matter forms, and they are inter-convertible (internalization and externalization). The interactions among the six entities and the conversion from one form to another vividly review the presence of the uniqueness of the human thinking system, as well as the orgmind — greatly redefining the interactions and dynamic in the humanity and its organizations.

Subsequently, the boundaries and objectives of human thinking systems as information processing systems, and the necessity of artificial information systems are conceived as four postulates. In the intelligent organization theory, a deeper comprehension of the human thinking systems (complex adaptive systems) is vital, as they are the vital assets closely associated with the nurturing of highly intelligent human organizations (iCAS), including the coherency and contributions of a multi-layer intelligent structure (intelligent biotic macro-structure and agent-agent/system micro-structure). In this respect, the cognitive perspective must be better comprehended and utilized.

In this chapter, basic life-intelligence, and the evolution and co-evolution dynamics of eco-systems are further examined and compared to certain processes in human organizations. A special reference on human thinking systems as intelligence/consciousness sources, information decoders, information processors and complex adaptive systems (CAS) is re-emphasized. In addition, the significance of connectivity, communications, engagement, and orgmindfulness is analyzed with respect to the Abilene paradox, defensive routines and dialogue, as well as the human agent-agent/system micro-structure and micro-dynamic. The individual local self-centric (local self-enrichment processes) and the global orgcentric (global forces) evolutionary dynamics of intelligent human organizations (no global optimality) and their interacting agents (no optimal rationality) are investigated more explicitly with the exploitation of the certain complexity properties. It is observed that local order (stability of agents and networks/subsystem) is highly critical in human dynamic. It is beneficial to recognize that the intelligent complex adaptive dynamic (iCAD) driving an intelligent human organization (iCAS) is not similar to complex adaptive dynamic (CAD) in totality. This recognition provides a significant foundation and better understanding of the intelligent human organizational micro-structure and dynamic.

Essentially, there is a vital need for the transformed mindset, thinking, values, and expectations of human agents (leaders, actors, and non-actors) to be better synchronized. The intelligent person model (an ideal set of attributes) is introduced to substantiate the criticality of new vital characteristics of the human interacting agents in intelligent human organizations. Primarily, intelligent persons (a new category of agents, in particular, intelligence leaders and synergists) are concurrently intelligence/consciousness-centric, complexity-centric and network-centric. The new set of attributes includes high self-powered, intrinsic leadership, information decoding, smarter evolver, emergent strategist, and futurist capabilities. For instance, such a person is in a better position to function as a smarter evolver and emergent strategist that helps to bind a group (network, community, corporation, nation) of human thinking systems more optimally by elevating the quality of collective intelligence in the organization through better mindfulness, orgmindfulness, symbiosis, self-transcending constructions, co-evolution; deeper recognition of the characteristics of the rugged landscape and red queen race; innovative exploitation of relativistic complexity, and possessing futuristic thinking. Apparently, the presence of intelligent persons/agents will lead to a redefinition in leadership and governance strategy.

The basic foundation of intelligent complex adaptive dynamic (iCAD) exploits the interdependency of five significant attributes of intelligent human organizations (iCAS) that possess certain unique characteristics only associated with human organizations. The attributes involved are collective intelligence, connectivity, culture (mindful), organizational learning, and knowledge management, and their integrative structure and dynamics. This foundation pillar of the iCAD is conceived as the 3C-OK framework. Recognizing the necessity of this integrated and redefined foundation of the intelligent human complex adaptive dynamic is vital, as this set of attributes is not present (minimal) in other complex adaptive systems (CAS). In this respect there are differences between highly intelligent human adaptive dynamic (iCAD) and other biological complex adaptive dynamics (CAD). A primary factor that created the difference is the mental function of orgmindfulness. Thus, the characteristics and capabilities of human collective intelligence are substantially different from swarm intelligence. In this respect, the high intelligenceintelligence linkages which are strongly correlated with collective intelligence [determined by the characteristics of the agents’ abstract mental space (including a space for deeper contemplation)], and org-consciousness and the relational parameter (relational capacity) are new significant focal points (an intelligent human organization <=> at least a thinking system + feeling system).

In the intelligent organization theory, the integrated 3C-OK structure and dynamic is mutually enhancing with organizing around intelligence and the intelligent biotic macro-structure. The framework supports the elevation of the collectiveness capacity and adaptive capacity which are key capacities of intelligent human organizations. In particular, their interdependency illustrates that organizational learning and knowledge management (a vital capability associated with the creation of an intangible abstract mental space in the human world) cannot be executed effectively in any human organizations without the presence of the other three attributes. Hence, human interacting agents, each an intense intelligence/consciousness source, and embedded with a set of changing nonlinear behavioral schemata, and their linkages (including the social cognition and construal perspective that influence the self-transcending constructions capability, and emergence-intelligence capacity of the organization) must be well-exploited. In this respect, the integrated 3C-OK structure provides the basic strata of the iCAD. Thus, an organization that places sufficient emphasis on the integrated 3C-OK structure and dynamic will gradually experience the emergence of a higher level human iCAD. The presence of such an environment also facilitates faster and better responses to unexpected changes.

Fundamentally, effective leadership is associated with its ability to achieve collective goals (agents and their organization, stability-inducing capability) and organizational sustainability, irrespective of the nature of the organizations (leadership capacity <=> relational capacity <=> unifying capacity). The mismatch of the bureaucratic mindset and its associated hierarchical/administrative leadership with the changing situation is escalating. Basically, the presence of an adaptive leadership is beneficial. In this respect, the collectiveness capacity and relational capacity of the organization are critical attributes. It has been recognized that the intense and quality of these two capacities is highly dependent on both the thinking and attributes of the leaders, as well as the other interacting agents (including non-actors, and quality of leader–agents exchanges). Overall, a high leadership capacity and organizational mental cohesion is a key necessity. In general, the success of today’s global turbulence can only be achieved through global mental cohesion.

In order to achieve this, fresh insights beginning with constructive intelligence-intelligence linkages is required. In the present state, it is significant to note that for any categories of human organizations (economic, social, education, political, and military) their agents (employees, citizens, members, stakeholders) are possessing redefined attributes (principles, values and expectations), due to better education, quick access to information, and high interconnectivity. This profound transition (supported by intensive usage of mobile/social media technology) transformed some other attributes including autonomy/ independency, autopoiesis, self-centricity, self-organizing communications, interdependency, symbiosis, and other self-organizing capabilities. Consequently, current human beings are more sophisticated interacting agents. Hence, leading these ‘transformed’ agents is drastically different from leading traditional setups. Agent-centricity is a new vital attribute that required deeper attention, and one commonality among agents at all levels must be achieved — stability-centricity (agent-centricity <=> intelligence/consciousness-centricity + stability-centricity).

The more intelligent, complex adaptive, and nonlinear evolving dynamic is driven by the intrinsic intelligence/consciousness of the individuals, and the collective intelligence and org-consciousness of the organization (anticipatory, adaptive capacity), as well as local spaces/ complex networks — the presence of networks (formal and informal) is becoming more dominant, and this development renders elevating collectiveness capacity (consensus and collaboration) at organizational level more complex. Apparently, coupled with the influence of the knowledge-intensive, fast-changing, more complex environment, and the modified agents’ attributes, an immense shift in strategic thinking, leadership attributes, governance characteristics, management abilities and operational style in the new generation of leaders is inevitable. In general, the leader–follower gap has been narrowed, and their relationship (relational parameter) is more complex and nonlinear, again, confirming that intelligence/consciousness-centricity must be a key focus of the new leadership.

In such a situation, a deeper insight into complexity is inevitable. In this case, a better comprehension of leadership strategy and organizational dynamic can be acquired by ‘bisociating’ some properties of the complexity theory, and the different perspectives of complexity-intelligence linkages. The resulting evolutionary model to be introduced in this chapter is the intelligence leadership theory/strategy for iCAS. In this model, an intelligence leader must recognize that a fundamental capability of intelligence is stability enhancement. Concurrently, an intelligence leader must be an effective lateral/collective actor (always encompassing agent-agent, intelligence-intelligence, agent-network, agent-system, and network-system linkages; and the intrinsic leadership capacity of all agents, and collective leadership capacity of networks and the organization) with a new set of attributes (encompassing enabler, smarter evolver, and unifying, emergent strategist and synergist capabilities).

Hence, an effective intelligence leader must possess certain relevant or appropriate attributes of the traditional leadership, as well as a set of new complexity-intelligence related attributes that can better ensure the survival of the agents, integrate networks, and elevate the resilience, and sustainability of the organization (achieving higher coherency, synergy, constructionist effect, self-organizing capacity, emergence-intelligence capacity, unifying capacity and organizational mental cohesion) — (constructionist effect <=> innovation and creativity) — that is, focusing on continuous acquisition of capacities improvement is critical. In addition, with this paradigmatic shift, possessing the latent leadership capability is highly beneficial.

The chapter concludes the book by illustrating the potential of extending the boundaries of the intelligence mindset and its space of innovation and creativity. Some theories that could be integrated subsequently are mentioned briefly. In addition, a holistic view (new knowledge creation) of the intelligence paradigm, the complexity-intelligence strategy, and the intelligent organization theory is summarized through recollecting and amalgamating the various normative attributes, concepts, perspectives and strategies analyzed. Organizing around intelligence (including intelligence/consciousness management, complexity management and network management), and the integrated deliberate and emergent strategy (exploitation of the co-existence of order and complexity) are the (holistic) fundamental strategies that must be exploited in the present environment. Due to the current high complexity and nonlinearity, this paradigmatic shift is apparently beneficial. As indicated earlier, properties of complex adaptive systems and the complex adaptive dynamic must be better comprehended and exploited by all human organizations to elevate competitiveness, resilience and sustainability.

In summary, the intelligent organization theory introduced in this book contains concepts and ideas (including intelligence/consciousness-centricity, complexity-centricity, network-centricity, intelligence-intelligence linkage, complexity-intelligence linkage, self-organizing capacity, emergence-intelligence capacity, coherency, synergy, constructionist effect and mental cohesion) that are more holistic, integrative, and accurate manifestations of humanity and its organizations and agents. Thus, it is highly critical for the leadership, governance, strategy, and management in rapidly changing environment. Primarily, it is a new significant complexity-intelligence-relational/network domain (a more inherent aspect of nature and this universe) that must be better comprehended and exploited by all human organizations. As indicated, the complexity-intelligence strategy of the intelligent organization theory encompasses numerous components, including organizing around intelligence, integrated deliberate and emergent strategy, general information theory, 3C-OK framework, intelligent person model, intelligent multi-layer structure model, intelligence leadership theory/strategy, intelligence governance theory/strategy, and relativistic complexity.

Fundamentally, the new thinking emphasizes the significance and linkages of the human intelligence/consciousness sources, and stabilitycentricity at all levels (agent-centric, network-centric and org-centric), co-existence of order and complexity, and the attributes of swift information decoders, smarter evolvers and emergent strategists. The strategies and models/frameworks of the intelligent organization theory that focus on structuring, nurturing, leading, and governing/managing of highly intelligent human organizations (iCAS) that are orchestrated by the highly intelligent complex adaptive dynamic (iCAD) are briefly recaptured. Ultimately, it is the intention of the author that an omniscient understanding of this book will instill in leaders and actors the new critical intelligence advantage.