Morgan Chapter 4
1. In what way is a “bottom-up” process more highly evolved that a “top-down” one?
It is more evolved because it is more efficient. By having a series of modest and
independent activities take place with little independent effort, we create a system where
a “higher intelligence” comes about. It is a decentralized process. If it were a “top
down” and centralized process, it would be slower and harder to get information where it
needs to be.
2. What insight about organizations can we get from considering the mobot, Ghengis?
Ghengis offers a metaphor for understanding how intelligent action can emerge
from quasi-independent processes linked by a minimal set of key rules, making the whole
system appear to have integrated, purposeful, well-coordinated intelligences. By building
around a pattern of simple “If…then…” routines, the “cockroach” walks without
knowing how it does so. The same holds true for an organization when processes that are
independent are built into it. The processes should be linked only by a minimal set of key
rules.
3. How have computers made organizations a little more sophisticated than Ghengis?
Computers have helped in making organizations a little more sophisticated than
Ghengis by breaking old assumptions about how the structure and capacities of our
organizations are limited by the “bounded rationality” described by Herbert Simon.
While human intelligence is still the driving force, networked computing is able to realize
organizational possibilities that, just a few a decades ago, were a dream. Instead of
organizations just building around a pattern of “If…then,” routines, it can have vast
amounts of information available to make appropriate decisions.
4. How do micro processing and Just-in-Time systems alter organizational boundaries?
They have basically expanded them. For example, micro processing has made it
possible for organizations to have different departments in different parts of the world.
This creates a communication system within the organization to basically turn the
organization into a “virtual organization.” Information technology is used to dissolve the
constraints of space and time. Linking “knowledge workers” and factory operators in
remote locations across the globe into an integrated set of activities.
With “Just-In-Time” systems, suppliers that used to manufacture raw component
parts for an organization and then have the parts shipped to the buyer, can now
manufacture those parts on the buyer’s site. This breaks down boundaries between
organizations. JIT has transformed organizational relationships throughout the world,
linking what used to be discrete organizations into integrated systems of intelligence and
activity.
5. Why is a “system of intelligence” a good name for some organizations these days?
This is a good name because of all the information that organizations have
available to them now. Through their own information systems, organizations can now
have the appropriate information available within moments.
6. What would you need to add to turn a household thermostat into a double-loop
learning system?
Thermostats are able to learn in the sense of being able to detect and correct
deviations from predetermined norms. This is a single-loop learning system. For
thermostats to be a double- loop learning system, they would have to be able to question
the appropriateness of what they are doing. It would have to be able to determine what
level of temperature is appropriate to meet the preferences of the inhabitants of a room
and to make adjustments to take account for this.
7. How might it occur that a majority of key people in a firm can see what needs to be
done to adopt the organization to its environment, but the changes are never
implemented?
People many times do not want to be the first to admit there is a problem. People
become skilled in different kinds of impression management that can make situations for
which they are responsible look better than they actually are.
8. What are defensive routines and what do they cause?
They are activates that people engage in when they feel threatened or vulnerable.
They do these things to protect their colleagues. They cause barriers to double-loop
learning.
9. What has been the downfall of many TQM programs?
In ensuring that the strategic and operational dimensions are in sync. Strategic
development may run ahead of organizational reality because of the tendency for current
operations to get caught in patterns of single-loop learning. TQM programs have got
caught in old bureaucratic patterns and cultural norms, leading to failure rates in the
region of 70%.
10. In what way is intelligent leadership like walking a high wire in the air without a net?
It is the risk involved. Organizations must develop cultures that support change
and risk taking. They have to embrace the idea that rapidly changing circumstances with
high degrees of uncertainty, problems, and errors are inevitable.
11. How do the five principles of holographic design contrast to the principles of
bureaucracy?
Basically they differ in every way. Here we are talking about "learning
organizations” that are very decentralized. Bureaucracies are very structured and
centralized. With these principles we are talking about building the whole into all parts
so that if there is a disaster, the organization can be more easily rebuilt. This is not
evident in bureaucratic organizations. The principles of holographic design characterize
a bottom-up approach as opposed to a top-down approach seen in bureaucracies.
Kyle Autry
autry3@usit.net