Narrow Results

This chapter highlights the impact and manageability of rapid, constantly/ continuously and unique changes taking place in humanity that are affecting the existence individuals, as well as all categories of human organizations. It has been observed that the traditional Newtonian mindset, and its associated reductionist hypothesis and design paradigm that have served humanity ‘well’ are manifesting their limits/constraints, vulnerability and disparities. The crux of the issue is escalating complexity density, incoherency, greater mismatch among current thinking, principles, values, structure, dynamic, and hierarchical dominance, limited predictability, and the overall changing ‘reality’.

Vividly, order and linearity are not the only inherent attributes of humanity. Consequently, the significance, appropriateness and exploration of certain properties of complexity theory are introduced, partially to better identify, analyze, comprehend and manage the accelerating gaps of inconsistency — in particular, to nurture a new mindset. Arising from the new mindset, human organizations/systems are confirmed as intrinsic composite complex adaptive systems (composite CAS, nonlinear adaptive dynamical systems) comprising human beings/agents that are CAS. In this respect, leadership, governance, management, and strategic approaches adopted by all human organizations must be redefined.

Concurrently, a special focus on intelligence (and its associated consciousness), the first inherent strengths of all human agents, and its role as the key latent impetus/driver, is vital. This recognition indicates that a change in era is inevitable. Humanity is entering the new intelligence era — the core of the knowledge-intensive and complexity-centric period. Overall, an integrated intelligence/consciousness-centric, complexity-centric and network-centric approach is essential. It adopts a complexity-intelligence-centric path that focuses on the optimization of all intense intrinsic intelligence/consciousness sources (human thinking systems), better exploitation of the co-existence of order and complexity, and integration of networks in human organizations — (certain spaces of complexity must be better utilized, coherency of network of networks must be achieved, and preparation for punctuation point must be elevated).

The new holistic (multi-dimensional) strategy of the intelligent organization theory (IO theory) is the complexity-intelligence strategy, and the new mission focuses on the new intelligence advantage.

This chapter is an introduction to complexity theory (encompassing chaos — a subset of complexity), a nascent domain, although, it possesses a historical root. Some fundamental properties of chaos/complexity (including complexity mindset, nonlinearity, interconnectedness, interdependency, far-from-equilibrium, butterfly effect, determinism/in-determinism, unpredictability, bifurcation, deterministic chaotic dynamic, complex dynamic, complex adaptive dynamic, dissipation, basin of attraction, attractor, chaotic attractor, strange attractor, phase space, rugged landscape, red queen race, holism, self-organization, self-transcending constructions, scale invariance, historical dependency, constructionist hypothesis and emergence), and its development are briefly examined. In particular, the similarities (sensitive dependence on initial conditions, unpredictability) and differences between deterministic chaotic systems (DCS) and complex adaptive systems (CAS) are analyzed. The edge of emergence (2^nd critical value, a new concept) is also conceived to provide a more comprehensive explanation of the complex adaptive dynamic (CAD) and emergence. Subsequently, a simplified system spectrum is introduced to illustrate the attributes, and summarize the relationships of the various categories of common systems.

Next, the recognition that human organizations are nonlinear living systems (high finite dimensionality CAS) with adaptive and thinking agents is examined. This new comprehension indicates that a re-calibration in thinking is essential. In the human world, high levels of human intelligence/consciousness (the latent impetus that is fundamentally stability-centric) drives a redefined human adaptive and evolution dynamic encompassing better potentials of self-organization or self-transcending constructions, autocatalysis, circular causation, localized spaces/networks, hysteresis, futuristic, and emergent of new order (involving a multi-layer structure and dynamic) — vividly indicating that intelligence/consciousness-centric is extremely vital. Simultaneously, complexity associated properties/characteristics in human organizations must be better scrutinized and exploited — that is, establishing appropriate complexity-intelligence linkages is a significant necessity. In this respect, nurturing of the intelligence mindset and developing the associated paradigmatic shift is inevitable.

A distinct attempt (the basic strategic approach) of the new intelligence mindset is to organize around human intrinsic intelligence — intense intelligence-intelligence linkages that exploits human intelligence/consciousness sources individually and collectively by focusing on intelligence/consciousness-centricity, complexity-centricity, network-centricity, complexity-intelligence linkages, collective intelligence, org-consciousness, complex networks, spaces of complexity (better risk management <=> new opportunities <=> higher sustainability) and prepares for punctuation points (better crisis management <=> collectively more intelligent <=> higher resilience/sustainability) concurrently — illustrating the significance of self-organizing capability and emergence-intelligence capacity. The conceptual development introduced will serve as the basic foundation of the intelligent organization (IO) theory.

In this chapter, an introductory analysis of human intelligence and consciousness is executed to establish a conceptual foundation for the intelligent organization theory. Fundamentally, the new intelligence mindset and thinking, and intelligence paradigm focus on high intelligence/ consciousness-centricity. It concentrates on human intrinsic intelligence/ consciousness sources (its intense intelligence and consciousness — awareness and mindfulness), and stipulates that organizing around intelligence (a strategic component of the complexity-intelligence strategy) is the new strategic direction to be adopted by all human organizations in the present knowledge-intensive, fast changing, and not always predictable environment (limited predictability). In addition, the characteristics and variation in capabilities of intelligence and consciousness are further scrutinized using an intelligence spectrum (compared to other biological intelligence sources on this planet — encompassing proto-intelligence, basic life-intelligence, basic human intelligence and advanced human intelligence). In the intelligent organization theory, consciousness (awareness, mindfulness) only exists in the living/biological world, and mindfulness is confined to humanity.

Subsequently, intelligence/consciousness management and its associated dynamics that are critical activities of intelligent human organization (iCAS) are more deeply examined with respect to complexity-centricity (encompassing attributes such as stability-centricity, autopoiesis, symbiosis, self-centric, network-centric, org-centric, independency, interdependency, intelligence-intelligence linkage, engagement, self-organization/ self-transcending constructions, local space, complex networks, constructionist hypothesis and emergence). Concurrently, the urgency and impact for nurturing the new intelligence mindset and intelligence paradigm is also discussed. In a situation with escalating complexity density, this paradigmatic shift in mindset and thinking in leadership, governance and management of human organizations is highly significant for higher functionality and coherency — to all human interacting agents (both leaders and followers), as well as the organizations themselves.

Another component of the complexity-intelligence strategy examined is the nurturing of an intelligent biotic and complex adaptive macro-structure that will serve all human organizations better (towards higher coherency, synergy and structural capacity). The analysis clearly indicates the necessity of systemic transformation or structural reform that is more coherent with intelligence/consciousness, and information processing and knowledge acquisition capability. In this case, a greater operational/ practical utility and higher structural capacity can be achieved with the presence of the intelligent biotic macro-structure and agent-agent/ system micro-structure (principle of locality) that concurrently supports the intelligent complex adaptive dynamic (iCAD) better — a finer synchrony between structure and dynamic — higher intelligence advantage.

The five earlier chapters introduced the basic foundation (co-existence of order and complexity, sensitive dependence on initial conditions, complexity <=> presence of in-determinism and unpredictability, necessities to change, the intelligence paradigmatic shift, structural reform, complex adaptive systems and dynamic, and some other fundamental and critical properties/characteristics involved) of the complexity theory and intelligent organization (IO) theory. This chapter introduces the global/holistic complexity-intelligence strategy (with two macro-paths) of the IO theory (although, some sub-strategies/models have been mentioned or partially analyzed in earlier chapters). The new strategy attempts to provide more comprehensive linkages and coverage on some specialized aspects indicating that human organizations must be led and managed differently in the current context because of high complexity density. In this chapter, three sub-strategies of the holistic complexity-intelligence strategy that is vital for nurturing highly intelligent human organizations (iCAS) are examined. They are namely, organizing around intelligence, nurturing an intelligent biotic macro-structure, and the integrated deliberate and emergent strategy.

The intelligence/conscious-centricity aspect begins with a deeper analysis on human level intelligence and consciousness, complexity, collective intelligence, org-consciousness and their associated dynamics relative to that of some other biological species (swarm intelligence), as well as other physical complex adaptive systems (CAS) characteristics. It has been observed that human interconnectivity, interdependency, selforganizing communications, truthful engagement, complex networks, collective intelligence, orgmindfulness, orgmind, and emergence can be significantly dissimilar. The four different perspectives of organizing around intelligence are examined.

Next, the intelligent biotic macro-structure (introduced earlier in Chapters 3 to 4) that resembles a highly intelligent biological being, and is more effective at exploiting information processing and knowledge accumulation, and a smarter evolver are more deeply scrutinized. There exists a high synchrony between organizing around intelligence and the presence of a biotic macro-structure. Thus, the advantages and significance for intelligent human organizations to possess such an inherent biotic macro-structure to better exploit certain biological and complexity associated characteristics and dynamics (including intelligence-intelligence linkage, complexity-centricity, complexity-intelligence linkage, more efficient natural decision-making node, information processing capability, learning and adaptation, knowledge acquisition and creation, organizational neural network, artificial node, and structural and dynamical coherency) to compete more effectively and efficiently in the current ‘raplexity’ context is also illustrated. In addition, the uniqueness and roles of artificial information systems (artificial nodes) is further examined.

Finally, the integrated deliberate and emergent strategy is scrutinized with respect to its significant association with the co-existence of order (deliberate planning, determinism, completeness and predictability) and complexity (continuous nurturing processes, in-determinism, unpredictability, unknown unknowns, risk management, new opportunity, crisis management, self-transcending constructions, futuristic and emergence) — in particular, highlighting the criticality of the deliberate and emergent auto-switch (better ambidexterity). Currently, the holistic integrated smarter evolver and emergent strategist approach is absent in most human organizations.

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 first section of this chapter is an introduction to relativistic complexity (a significant component of the intelligent organization theory). The presence of intense intelligence/consciousness-centricity and 3^rd order stability-centricity in the human world renders complexity relativistic. The impact of the human mental space is so tremendous that complexity is in the mind of the beholder, and predictability becomes highly subjective. In this situation, the state of relativistic static equilibrium may be beneficial. Certain spaces of complexity appear as spaces of relativistic order with surface patterns becoming more apparent. Such spaces must be creatively explored and exploited (higher exploratory capacity) leading to a more advanced level of intelligence advantage. In this respect, effective self-transcending constructions, high self-organizing capacity and emergence-intelligence capacity are significant attributes that the new leadership and governance system in intelligent human organizations must exploit. Holistically, the two strategies focus on concurrent exploitation of intelligence/consciousness-centricity and relative complexity, and optimizing the more comprehensive contributions of the integrated deliberate and emergent strategy.

Many issues/problems that present human organizations (nations, political systems, communities, business organizations, markets) are encountering due to accelerating changes (mindset, thinking, values, perceptions, expectations, redefined boundaries and high interactive dynamics) that cannot be well-managed with traditional knowledge and hierarchical practices are affecting governance and governance systems. Fundamentally, governance deals with power, interest, and conflict. The traditional governance systems are hierarchical, highly directed, controlled and managed, and the relational aspect has not been allocated sufficient priority resulting in extensive disparities. In the current complex dynamical and high interdependency environment, its weaknesses and constraints are highly apparent. The latter includes ‘space-time compression’; incoherency in thinking, values, perceptions, and expectations between the leadership and the other agents; diversification in stakeholders’ needs not accommodated; and constraints of current governance theories. Thus, a new theory that provides a more ‘realistic’ foundation is essential for deeper contemplation.

Primarily, recognizing the inherent strengths of human agents and the fundamental constraints/weaknesses of human organizations is a key foundation towards better adaptation, leadership, governance, resilience and sustainability. In all human organizations, the agents are intrinsic intense intelligence/consciousness sources that could easily transform their behavioral schemata. This observation contradicts the Newtonian/design paradigm, as the organizational dynamic of human agents is complex, nonlinear, constantly/continuously changing with limited predictability. In addition, human agents are self-centric, self-powered, stability-centric, independent and interdependent, network-centric and self-organizing due to high awareness. In this situation, high self-organizing capacity and emergence-intelligence capacity are new niches. However, this phenomenon can create new opportunities, innovation, and elevates competiveness; or destruction.

In particular, effective leadership and governance are spontaneously emerging key requirements in all human groupings — a primary trait for human collective survival. Historically, many organizations disintegrated because of the weaknesses in leadership and governance. Currently, with more knowledge-intensive and higher participative new agents (self-powered intrinsic leadership) possessing modified attributes that are dissimilar from the older generations (also due to the deeper integration of the economic, social, political, and environmental perspective), reduces consensus and collaboration, and renders governance and leadership even more nonlinear or dysfunctional. In particular, the traditional governance systems of more organizations are manifesting their constraints and incompetency, including incoherency due to new values and cultural pressure, and the wider spread of self-organizing networks. The emergent of informal networks is a more commonly observed phenomenon worldwide. Apparently, a deeper comprehension on the diminishing effect of the traditional organizational thinking (political, social, economic), governance capacity, precise strategic planning, decision making, hierarchical structure, communications and engagement, empowerment leadership, management, operations, and the highly nonlinear relational parameter is essential. Apparently, new principles of governance must emerge (intelligent human organization > thinking system + feeling system).

The new paradigmatic path of the intelligence governance strategy that exploits intelligence/consciousness-centricity, complexity-centricity, and network-centricity concurrently, introduces a new basic strategic path towards better adaptive governance and acceptance governance. The latter focuses on integrating self-powered self-organizing governance, reducing direct governance, and increasing e-governance and network-centric governance as a new necessity. In this case, the merits of adopting the intelligence leadership strategic approach simultaneously are more apparent. Hence, the new governance focal points must include more and better interconnected actors, the critical ability of self-organizing communications (supported by mobile/social media development), immersion of leadership nodes in networks (better exploitation of e-governance), increasing coherency of complex networks (exploiting interdependency of network of networks, and better network management), and elevating self-transcending constructions capability (higher self-organizing governance capacity and emergence-intelligence capacity) that better facilitates emergence through multi-level and ‘multi-lateral’ dynamics (complex adaptive networks <=> intelligent networks). Thus, the intelligence governance strategy emphasizes that mass lateral collectivity (acceptance governance) rather than selective enforced hierarchical empowerment as the more constructive approach in the present contact. In particular, the stabilityinducing role of leaders and institutions are critical. Apparently, optimizing the ‘everybody is in charge’ phenomenon (whenever necessary) is a more viable option.

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.

Fundamentally, for all categories of human organizations (economics, business, social, education and political) their members are becoming better educated and informed, and consequently they are more sophisticated interacting agents with modified expectations. Leading these new intelligent human organizations is drastically different from leading a traditional setup. The intelligent complex adaptive and nonlinear evolving dynamic is driven by the intrinsic intelligence of the individuals and the collective intelligence of the group. Together with the influence of the knowledge-intensive, fast-changing and more complex (raplexity) environment, a immense shift in the mindset, strategic thinking, ability and style in the new generation of leaders and managers is inevitable. As the leader-follower relationship is now more complex and nonlinear, the dynamic appears to be more intelligence-centric. In this respect, a better comprehension of leadership strategy and organizational dynamics can be acquired by “bisociating” some properties of the complexity theory and the different perspectives of organizing around intelligence. The resulting evolutionary model to be introduced in this chapter is the intelligence management and intelligence leadership theory/strategy for iCAS.

The chapter concludes the book by providing a more holistic view of the intelligence paradigm and the intelligent organization theory through recollecting and amalgamating the various perspectives and strategies involved. Organizing around intelligence and intelligence management is the fundamental strategy to be adopted in the current environment. This paradigmatic shift towards an intelligence mindset is apparently inevitable. At this moment, certain properties of complex adaptive systems and the complex adaptive dynamic have been exploited by some human/business organizations. However, the intelligent organization theory discussed in this book contains concepts and ideas that are more holistic and highly critical. One aspect is the interdependency of the five properties of intelligent organizations that is captured in the 3C-OK framework. Another is the intelligent person model that perceives interacting agents as smarter evolvers and emergent strategists. Concurrently, the integrated deliberate and emergent strategy and intelligence leadership and intelligence management theory provide a fresh and more integrated approach for leading, managing and structuring highly intelligent human organizations, iCAS and facilitating the highly intelligent complex adaptive dynamic, iCAD. Ultimately, an omniscient understanding of this book will instil in both leaders and followers an intelligence advantage.