Organizational Behavior and Group Processin Consortia课件.ppt

Organizational Behavior and Group Process in Consortia;Objectives of 60 minute Webinar;Structure, Process, Complexity: Considerations for the Collaborative Enterprise;Impact of Structure, Process, Complexity;I Heterarchy and its Implications;World View, Our Mental Models and Hierarchical Tendencies;Heterachy ;顽鸯迎试驳捏盲搬华秦叫喻兢呆拎邱童琳挑桅判芳丁抄尝獭香确吟琉半茨Organizational Behavior and Group Processin Consortia课件Organizational Behavior and Group Processin Consortia课件;Heterarchy Researchers:;II Group Process Evolves;Group Dynamics: Developing Consensus Techniques (Pyzdek, 2003);Consensus Techniques, or How to Manage Conflict Without Suppressing It…. ;Consensus Techniques continued;5. Be willing to entertain the possibility that the group can achieve all of the above and actually excel at the task. 6. Don’t tighten control or force conformance. Set up new procedures instead. 7. Probe for the true reason behind the conflict and negotiate a more acceptable solution. 8. Serve as mediator/facilitator, not leader or chairman. 9. Confront counterproductive behavior. 10. Continue to move the group toward independence from any single leader.;How Is This Different from aTypical Business Environment?;III Complicated Versus Complex Systems(Adopted from Jones, Wendell: “Complex Adaptive Systems,” 2003);Deeply Imbedded Assumptions:Our Western Mental Model;Reductionism Is Inadequate to Solve Complex Problems;Systems;Complicated Versus Complex Systems;Emergence: a phenomena where the application of traditional analytic tools can explain the system’s behavior. The whole cannot be studied by a study of the parts.;Implications of Using the Lens of Complex Systems to Look at Difficult or Even Intractable Conflict; Since agents in the system adjust to stimulus in ways that are not linear, small input changes can produce very large output changes. By creating enlightened experiments, we can over time alter various aspects of the intervention, and over time experience changes