Emergent Organizational Development and Emergent Change® (EODC®) , Emergent Organizational Development® (EOD®) and Emergent Change® are under registered trademark, 2017. All writings are considered under copyright as per The Institute For Emergent Organizational Development and Emergent Change®, Patrick Trottier and Associates. Written permission is required.
Areas of interest in this write-up:
- Introduction – a byte of the past with a point…
- Why Are Emergent Organizations® Able To Be Created Now?
- IT/IS/AI As An Organization’s Information Central Nervous System
- The EODC® Principle of InfoHumanics©
- The Role OF IT/IS/AI Within EODC®
- The Holy Grail
- The Tool; AI and Analytics
- Is Emergent Change Unpredictable?
- Integrated Information Streams
- How Our Brain Works
- Emergent Patterns , Pattern Display Interface and Emergent Thinking™
- Emergent Learning
- Self-Organizing Agents
- AI / Analytic Technology and Emergent Change®
- IT/IS/AI and Organizational Culture
In this write-up I want to explore how novel technologies such as computational integration, speed and cost, AI, predictive analytics, algorithmic self-learning, Artificial Neural Networks (ANN), big data, cloud computing, pattern display interface, etc., etc. can help people understand:
- the dynamics of emergent change itself,
- how ’emergent change’ can be recognized through ‘patterns’ to support decision-making, strategy building and action through continuous information streams by augmenting and supporting human information processing in organizations.
I have chosen this area of FOCUS to write about because IT/IS/AI, as mentioned, is such an integral, systemic and driving part of an ‘emergent organization‘.
Introduction – a byte of the past with a point…
I have been interested in using information technology to support organizational, team and individual functioning and performance since the 1970s.
I was there when a manager’s desk received these strange plastic boxes called a monitor that was attached by a very thick cable eventually connected to a mainframe computer that was somewhere in a secured, darkened, chilled, secret, back room. In front of this box that looked like a small, green television screen was a flat board with letters and numbers on it. In another box there were things called ‘floppy disks’ with 110kbs of memory. It was a big deal. A huge revolution for the workplace
Just to compare – it took 9,532 five inch floppy disks to equal 1 Gigabyte (an unheard word back then) vs. today where one San Disk memory stick now carries 1 terabyte of memory.
Distributed on June 30, 1970, an IBM System/370 Model 155 mainframe having 768,000 bytes of main memory rented per month for $47,985, with a purchase price of $2,248,550. Monthly rental for a typical Model 165 with 1-million bytes of main memory was $98,715, with a purchase price of $4,674,160.
The first IBM PC, formally known as the IBM Model 5150, was based on a 4.77 MHz Intel 8088 microprocessor and used Microsoft’s MS-DOS operating system with a RAM of 64K with 640K max, but that was a big cost extra. The IBM PC revolutionized business computing by becoming the first PC to gain widespread adoption by industry.
No one really knew what to do with these strange things. Furthermore, managers did not like the idea that they had to learn to type for such was, and always has been since the beginning of offices, designated to a much lower ‘subordinate’ called a secretary. Typing was beneath the manager’s status (and skills). Typing was something a secretary did on a type writer and made copies on a ditto machine and hand cranked them out. Managers never touched that task – never.
Today, just find a manager that does not type, or anyone for that matter, who does not have a computer with unlimited cloud memory and global information walking around in his/her pocket – not to mention it is also a Star Trek ‘communicator device’.
I am not sure that ‘Moore’s Law’ is still pertinent today. ‘Moore’s Law’ is a computing term which originated around 1970; the simplified version of this law states that processor speeds, or overall processing power for computers will double every two years.
The point? Rapid change in computational abilities is in a new revolutionary state. It is emergent – no one knows what the computing future will bring, nor how such will revolutionize organizational ‘forms’.
Speaking of Star Trek, the ‘pattern display interface’ below may be in our near future using AI, analytics and depth imaging to enhance human information processing and our brain’s capability to visualize patterns, to easily process integrated information, to gain a greater understanding of people, places and things to augment and enhance human decision-making.
From Star Trek Explorer
Even more, this revolution in IT/IS/AI, analytics, Virtual Reality, Augmented Reality, 3 – 4D imaging and 4-D printing will give us human ‘experiences’ using all the senses from which insights and ‘changes in mental and emotional framework’s will evolve over time.
As out mental frameworks shift, do will what we create from organizational cultures to organizational ‘forms’ such as leadership, teams, relationships, systems and processes.
As an example, Stereolabs, San Francisco has created an ‘augmented reality-reality’ which actually integrates a 3D VR and the real environment one is in (e.g., a meeting room) to integrate the human-to-human interactivity, and information interactivity, that gives a person a sense of the ability to manage both worlds interactively (reality and virtual reality) as if they were one. Traditional AR is a technology that superimposes a computer-generated image on a user’s view of the real world, thus providing a composite view. The difference with 3D VR is that humans can ‘ live’, connect with others, and manipulate things in this integrated ‘augmented reality-reality’ world, interact with it and within it, as if ‘it’ were the same. And this is just the beginning…
Traditionally, we look at parts of a system which brings in a certain degree of understanding often limited by the technology itself. The near future brings us technologies that integrates various sources of information, interrelates such, and will contribute to all our senses to give us human ‘experiences’. We then can build on those ‘experiences’ to gain deeper understanding, insights and maybe even some degree of wisdom.
Yes, times have changed… and yes, times will change…
‘Toto, I’ve a feeling we’re not in Kansas anymore.’
Our world has emerged into a different place exponentially since those early times, that no one expected or predicted. It emerged.
In 1943, Thomas Watson, president of IBM, emphatically stated that; “I think there is a world market for maybe five computers.”
In 1977, Ken Olsen, founder of Digital Equipment Corporation, stated; “There is no reason anyone would want a computer in their home.”
In 1995, Robert Metcalfe, founder of 3Com, stated; “Almost all of the many predictions now being made about 1996 hinge on the Internet’s continuing exponential growth. But I predict the Internet will soon go spectacularly supernova and in 1996 catastrophically collapse.”
In 2004, Bill Gates, founder of Microsoft, stated; “Two years from now, spam will be solved.”
My point is – one never knows what will emerge.
Change is everywhere and its pace and complexity is expanding
at the speed of technology.
It is a ‘brave new world’, and we haven’t seen anything yet…
Work norms, work design, technologies of all kinds, organizational forms, how people work together, perspectives, how decisions are made, understanding change itself as a key organizational / leadership capability, the evolution of technology – all will surpass anyone’s current imagination. But, it is the imagination that drives all novel forms that is created.
With ’emergent change’ the following quote is most appropriate and pertinent, especially in the new technological revolution of this day:
“Imagination is more important than knowledge. For knowledge is limited, whereas imagination embraces the entire world, stimulating progress, giving birth to evolution.” Albert Einstein, What Life Means to Einstein (1929)
Trends occur, patterns occur having great influence to form new ways of doing things. What is clear and certain is that new ‘forms’ of thinking, new beliefs, new assumptions, new innovations, new technology, new materials, new science… even a newness in ourselves, will emerge.
Things have to change such is normal and constant. To emerge is the natural state of life.
That being stated, I contend that the time is ‘now’ upon us to understand, look at and work with ‘organizational and social change’ in new ways – to create new forms of organizations and technologies is key player.
In the realm of Organizational Development, IT/IS/AI / technologies is a key player
and has to become emerged into the processes of OD.
I currently see such in three main areas of OD, ‘change’ and organizational performance:
1. Emergent change: Ability to interchange with internal and external information interface displays in regards to emerging trends, patterns, influencers, disruptors, determinates, etc..
2. Functionally, integrated performance feedback systems; Open, integrated, functional performance information streams to support novel organizational forms such as collaborative network forms, and collaborative learning newworks.
Note: we use the word ‘forms’ rather than the 18th – 20th Century term ‘structures’ – which are considered ‘static and rigid’ organizational constructs.
An example of 1. and 2.:
3. Emergent Action Research
More on these Emergent Organizational Development® (EOD®) systems and processes in future write-ups. But, enough for now…
Thus, technology is a critical tool to reform the current status quo, to manifest changing social norms, organizations, and ways of working together. Organizations are emerging into new ‘forms’ of people working together, services, product production, distribution integration, financial viability, mergers / partnerships, global networks, economies of scale, technical innovations, efficient and effective systems and processes, etc., etc.
Thus, within the EODC® Platform , we recognize that information technology (IT/IS/AI) is paramount in creating ‘the conditions’ for emergent organizations
to evolve, and to create new forms of organizations.
More importantly IT/IS/AI will help us understand the dynamics of real-time, emergent change itself, and thus will emerge different ways of seeing change, and
how change itself is perceived, understood, formed and worked with.
The old question I have had in my head is starting to emerge
from “What’s possible?”… to… “What’s Not possible?”
Such will impact how we think of organizational structures / form, leadership, teams, decision-making, culture, services, products, relationships with the market, sourcing – well, everything.
Why Are Emergent Organizations® Able To Be Created Now?
IT/IS/AI As An Organization’s Information Central Nervous System
Using a metaphor, I see IT/IS/AI as an organization’s ‘central nervous system’ giving, gaining, replenishing and displaying information and experiences throughout all levels and aspects of the organization, as well as being a critical inter-connector as it weaves information streams amongst internal and external environments.
In this write-up, we will explore Information Technology (IT/IS/AI) as a function of human information processing and Emergent Organizations™, as an influence regarding organizational culture, leadership, teams, forms and as a critical aspect of performance.
But, first: The EODC® Principle of ‘InfoHumanics©’
I searched for a term that fit what I wanted to covey as a fundamental principle in regards to EODC’s thinking about the design and interplay of technology, information systems and humans. I could not find a word that fit, so I created a word:
InfoHumanics©; Any information technology system and process designed to support, augment and facilitate human information processing. Marked by humanistic values and a devotion to human and our planet’s well being. Human centered and performance centered.
Humanics; definition: The subject or study of human nature or human affairs;
a noun, plural in form but singular in construction. (Merriam-Webster Dictionary)
Thus, IT/IS/AI system designs are guided by the concepts and constructs of the principle of ‘InfoHumanics© within the EODC® Platform.
This fundamental principle will be visited as a foundation of our beliefs, thoughts and will certainly guide us in our exploration, our ideas and our applications in this arena.
Lets start this journey by talking about IT/IS/AI a bit, then talk a bit about how humans process information, how the brain works and the interface and relationships amongst these elements.
As mentioned by the Principle of he role of IT/IS/AI is simply to support, augment and enhance human information processing to give a person a fuller experience to gain information, understanding, new experiences, insight and, over time, some wisdom to enhance decision-making, strategies and actions for positive emergent change, performance and quality of life.
It is also paramount to understand how IT/IS/AI systems and ‘pattern display interfaces’ can manifest the human experience to facilitate a shift in current ‘mental and emotional models’ to support organizational transformations.
This is based on the simple core EODC® Principle of:
“How we ‘see’ things and ourselves, is what we create.”
The Holy Grail
The ‘holy grail’ of IT/IS since its beginning, still is, and will continue to be the capability to transform data into some form of worthwhile and relevant information, then to facilitate understandings and to develop insight and wisdom to enhance human decision-making and the manifestation of our decisions into behavior, practices and what we create. The difference in the future will be in the depth, scope and quality of that ‘experience’.
In former years, IT gave us data and simply turned data into various degrees and forms as a source of information. People provided the understanding of this information which then facilitated new experiences, then insight and sometimes, through years of experiences and reflection, came wisdom.
Wisdom; the capability of meshing understanding and experience with common sense and insight to manifest effective decision-making and action. The ability to apply our knowledge, experience, understanding, common sense and insight in a way that manifests meaningfulness to our purpose. (Trottier, 1995)
Currently, we have simple computation and information delivery to support decisions, strategies and actions:
New technologies such as analytics, Artificial Reality (AR), holographic form display, Artificial Intelligence (AI), Big Data, the cloud and pattern display interface can both augment and enhance understanding but also give humans novel experiences and thus insight into emergent change manifesting even more effective decision-making, strategies and actions.
With this current revolution in information technology, the capability moves from simple computation of data to the creation of ‘formations’ for dynamic pattern display to holographic human forms where people from all corners of the globe can ‘experience’ and interact with each other as if they were actually in the room to better collaborate on issues, and build human relationships. This is important to create ‘connections’ that cannot be accomplished through email and other forms of interplay such as current voice, video and chat platforms.
IT/IS/AI – Progressions:
Through novel information display interfaces, we get greater understanding.
Through novel understandings we manifest novel decisions which then manifest novel experiences.
Through novel experiences, we get novel insights, innovation and creations.
Through novel experiences, insights, innovations and creations we achieve degrees of wisdom over time.
Simply, EODC® contends that through IT/IS/AI capabilities to create new informational ‘pattern forms’ to support, augment and enhance human information processing and the human experience, we make faster, better decisions, strategies and actions to deal with the rapid rate of change and the increasing degrees of complexities in our woulds of organizations, and in our lives in general.
In addition, we can begin to understand the dynamics of emergent change itself. This is a core 21th century capability for leaders and an organization as a whole, integrated system. (More on this in an up-coming write-up on ‘Emergent Leadership, Emergent Change and EODC®’.)
The Tool; AI and Analytics
A good description of ‘analytics’:
“Analytics is the discovery, interpretation, and communication of meaningful patterns in data. Especially valuable in areas rich with recorded information, analytics relies on the simultaneous application of statistics, computer programming and operations research to quantify performance. Analytics often favors data visualization to communicate insight.
Organizations may apply analytics to business data to describe, predict, and improve business performance. Specifically, areas within analytics include predictive analytics, prescriptive analytics, enterprise decision management, retail analytics, store assortment and stock-keeping unit optimization, marketing optimization and marketing mix modeling, web analytics, sales force sizing and optimization, price and promotion modeling, predictive science, credit risk analysis, and fraud analytics. Since analytics can require extensive computation (see big data), the algorithms and software used for analytics harness the most current methods in computer science, statistics, and mathematics.” (For more description and ‘types’ of functional analytics, see: Wikipedia; https://en.wikipedia.org/wiki/Analytics )
Is Emergent Change Unpredictable?
Let’s start with the concept of ‘CHAOS’.
What is ‘chaos’?
- A state of seemingly confusion and disorder.
- The formless and disordered state of matter, actions and thought.
- A dynamical system that is extremely sensitive to its initial conditions (physics).
I contend that ‘states of chaos’ are only ‘patterns’ that we cannot ‘see’ and understand yet through ‘form’.
“Out of chaos comes form…
Out of complexity comes simplicity from form…
Out of form comes understanding…
Out of understanding comes purpose.” (P. Trottier, 1994)
Many writers and academics have deemed ’emergent change’ as mostly unpredictable, or cannot be known. I disagree.
I contend that ’emergent change’ can be predictable based on the understanding of patterns and influencers in such things as norms, beliefs, relationships, behaviors, market changes, customer perceptions, political policy / mood, operational functions, etc. – the things that influence and indicate emergent changes in ourselves, in our organizations and in our environments. In this way an organization and people are continually emerging and ‘forming’ new ways of thinking and doing things.
With technology we can understand these different patterns:
Emergent Patterns , Pattern Display Interface and Emergent Thinking
“HOW we experience information is many times more important than
what information is given.” (P.Trottier, 1995)
“Artificial intelligence and information technology has the capability to manifest emergent change through novel pattern display interfaces in order to support, augment and enhance human information processing and the human experience.“
(P. Trottier, 2000)
How many words, numbers, pages, flat diagrams would it take to describe the weather displayed here? 500,000 words and numbers? 100 pages of raw data? How long would it take to begin to understand all those words and numbers?
But, how long does it take to begin to understand the ‘patterns’ occurring in this gif?
What unique pattern is displayed adjacent to the hurricane in this gify? What influence does it have on your thinking?
Through such a ‘pattern display interface’, the human brain can understand a lot of information in a few seconds.
One academic who teaches at a nearby university recently mentioned to me that everyone has ‘information overload’.
I replied that maybe it was not the amount of data / information but how the amount of relevant information was displayed to the human brain that needs attending to.
A business example of a pattern display interface:
Rachel Binx who built Meshu, ManyMaps, Cliffs&Coasts, Monochōme, and Gifpop and worked at Mapzen, NASA JPL, and Stamen, stated;
“My first project at Stamen – this piece was created to be part of a presentation by Airbnb’s CEO. It represents Airbnb’s top 50 markets, with thickness of the lines corresponding to the relative volume of travels between each pair.
The point here is that this simple example gives more information to our brains at a faster rate than 20 pages of numbers, sectioned and spreadsheeted into columns of city names.
(Displayed with permission from Rachel Binx)
With the advancement of AI, ‘learning algorithms’, big data, electronics interconnected like robotics, automated assembly systems, cars that drive, phones that are libraries, GPS location systems, etc., etc., our world is emerging at a pace faster then we can breath.
- New Artificial Intelligence and Cognitive Applications employing algorithms that generate novel algorithms,
- Deep Learning,
- Applied Machine Learning for Developers,
- Big AI, i.e. the intersection of Big Data & artificial intelligence.
- From BI to AI –. evolving relational databases & data warehouse solutions into the new world of AI.
Another example of a pattern display interface:
Global immigration flow, 2015. What does this pattern display tell you?
From the United Nations, Department of Economics
and Social Affairs, Population Division, 2015
Soon, information technology with also be able to provide insights from influencing patterns to predicting ’emerging forms’ in ways we have not even thought about.
Emergent Change Process
When we think about attractors, patterns, infuencers, etc. along the following process, we are thinking in terms of ’emergent change’:
At any time, elements that attract may, or may not, become a trend and a trend may, or may not, become a pattern.
A pattern may, or may not, become an influencing pattern… and so on…
What may become, and what may not become, depends on three things:
2.Density of that relationship.
This is the ebb and flow of emergence.
Integrated Information Streams
What do we mean by ‘open, integrated information streams’.
Open, integrated information streams are the constant streaming of open, integrated information that move throughout the organization as an organization’s ‘central nervous system’ giving, gaining, replenishing and displaying information and an ‘experience generator’ throughout all aspects of the organization, as well as being a critical inter-connector as it weaves information streams amongst internal and external environments.
Types Of Information
These information streams have attributes such as:
- Open systems
- Dynamic relational indicators
- Integrated, real time information
- User-friendly customized dashboards
- Continuous feedback loops
- Information based on internal and external analytics, functional performance feedback, and indicators of organizational vitality and viability.
- Flat, relative, relational and dynamic information
- Pattern interface displays
How Our Brain Works ⇒ Simply, our brain works in patterns.
Human Information Processing and Pattern Thinking
Not too long ago, everyone thought that the brain had pretty much segmented specific parts, and these ‘locations’ somewhat ‘talked’ to each other – memory, sensory information, anxiety, thought, feeling, personality, consciousness, language, etc.
I find it interesting that this segmented thinking still mirrors how we think about and design current organizations also with segmented functions that somewhat talk to each other.
We thought in ways that is described as ‘vertical thinking’. Taylorism and traditional hierarchical structures are examples of vertical thinking. And ,thus, we created organizations with mostly segmented parts. Each organizational part has its own language, objectives and most importantly its own perspective about what its organization looks like. Such parts are called functions like finance, marketing, operations, sales, corporate, etc. Each part creates and lives in its own world. It will defend and protect its outlook and its territory to survive, but mostly to win.
Holonomic Brain Theory
In the early 70s during my undergrad, I became intrigued by the work of Dr. Karl Pribram who showed that the brain works in neurological patterns and functions as a network – hologram.
The holonomic brain theory was developed by neuroscientist Karl Pribram initially in collaboration with physicist David Bohm, is a model of human cognition that describes the brain as a holographic storage network.
Karl H. Pribram (February 25, 1919 – January 19, 2015) was a professor at Georgetown University, in the United States, an emeritus professor of psychology and psychiatry at Stanford University and distinguished professor at Radford University. Dr. Pribram received the 1971 Nobel Prize in physics for his work on the holonomic brain.
Board-certified as a neurosurgeon, Pribram did pioneering work on the definition of the limbic system, the relationship of the frontal cortex to the limbic system, the sensory-specific “association” cortex of the parietal and temporal lobes, and the classical motor cortex of the human brain. He worked with Karl Lashley at the Yerkes Primate Center of which he was to become director later. He was professor at Yale University for ten years and at Stanford University for thirty years.
To the general public, Karl Pribram is best known for his development of the holonomic brain model of cognitive function and his contribution to ongoing neurological research into memory, emotion, motivation and consciousness.
( https://en.wikipedia.org/wiki/Karl_H._Pribram )
There has been much understanding and exploration of the brain since then, but this breakthrough in understanding the brain in terms of ‘patterns and forms’ and functioning as a hologram opened up everything that followed.
So, an influencing pattern can lead to a form. Words are patterns and thus, a certain type of a form (no pun intended) that we created. A numbers is a type of form that we created. The issue with words and numbers is that, although useful, they do not convey to the brain much information. Actually, the brain has to do a lot of work to get information and understanding out of words and numbers
(vs. linear structure, cause–effect, either-or, this-that, types of thinking)
Pattern Thinking™ supports human information processing to understand emerging trends and patterns that influence ‘emergent change’ and facilitates more effective decision-making.
Pattern Thinking™ thinks in relational and spacial forms and constructs –whole systems thinking. We can ‘see’ how things form, where they are moving to, what is influencing their direction and thus create more effective strategies to influence the influencers, or become the key influencers.
The human brain naturally functions in ‘holographic patterns’ as a whole system.
This is why EODC® focuses on pattern interface displays, human information processing, and integrated information streams for 21st Century organizations.
AI / Analytic Technology and Emergent Change
Coalescence and Emergent Change
“To be or not to be, that is the question” William Shakespeare, 1564 – 1616
Understanding ‘coalescence’ and using technology to understand and display emergent change is important.
In the context of emergent change, I simply describe the process of ‘coalescence’ as forming relationships of some degree of density that creates novel influences, relationships and forms, or, the de-formation of relationships of some degree of density ; to dissociate, disperse, diminishes, make formless.
AI / Analytic Technology and Emergent Change
In the work world, using AI, computational analysis, big data, etc., we are able to identify both functional performance measures and social influencers that need to be understood to make better decisions and display such along integrated, continuous information streams that augment and support human information processing, decision-making and emerging strategies and actions.
We can ‘see’ the display of emergent change itself and the key influencers that make a difference in our understandinds and out thinking patterns themselves.
We can use this simple diagram to follow the stream of thought that follows here.
To help people understand and make better decision, some key questions are before us such as:
What ‘shapes’ the degrees of both relationship and density amongst two or more attractors?
Attractors: elements that form some degree of relationship with other elements. Such may or may not be apparent, or form into ‘trends’.
Relationship: The degree and state of mutual connectedness and between people, places and things.
Density: the degree / strength of relationship and influence to either create degrees of ongoing connectedness and novel forms, or the dispersion thereof.
Questions to be explored;
- What shapes the degree of both relationship and density amongst two or more attractors to develop a trend?
- What inhibits a specific trend to form?
- What manifests a certain trend to emerge into another form of a novel trend?
Trends: A number of interdependent elements that begin to form some type and some degree of pattern. A trend may or may not continue. A trend may form into a novel trend, and/ or an influencing pattern.
- What shapes the degree of both relationships and density amongst two or more interdependent elements to form patterns?
- What inhibits such?
Influencers: A number of trends which begin to have a potential to create novel patterns and experiences. An influencer may or may not continue, nor become an influencing pattern.
- What creates the degree of both relationships and density amongst two or more influencers to form an influencing pattern?
- What inhibits such?
Influencing Patterns: A contingency of interdependent patterns that begin to emerge and form into something which has an inherent capacity to influence persons, places, things and events as a norm. A pattern influencer lives on in both the re-forming of itself through being effected by new external influencers, as well as self-emergence through the experience and the outcome of its own experiences with people, places, things and events. Pattern influencers may or may not become determinates.
- What creates the degree of both relationships and density amongst two or more influencing patterns to create novel forms and possible determinates?
- What inhibits such?
Determinates: When ‘determinates’ generate consistent and congruent experiences over time they have the potential to shape new norms, beliefs, perceptions, behaviors and a shift in cognitive and mental frameworks in individuals and groups. Determinates can manifest more novel forms within defined limits.
The primary definition of the word “determinate” as a verb is to make certain of. The primary definition of the word “determinate” as an adjective is having defined limits.
A determinate itself may emerge into novel forms through novel influencing patterns.
- What creates the degree of both relationships and density amongst two or more influencing patterns to create novel forms of possible determinates?
- What inhibits such?Thus,
“Emergent change is the shaping of continuous ‘forms’
by internal and external influencing patterns and determinates.
That which emerges may be further shaped into further continually evolving patterns. Emergent change is universal, infinite, and the essence of creation.
Emergent change is continually being created in its ebb and flow of constant change
through different degrees of relationship and density
to continually create emerging forms.” (Patrick A. Trottier, 1995)
IT/IS/AI and Organizational Culture
For the sake of a common understanding, let’s define culture as:
‘Influencing patterns’ that people consistently and congruently experience over time which emerge as the norms, beliefs, values and practices that guide people in their perspectives, attitudes, decisions and behaviors’.
An ‘influencing pattern’ is a contingency of interdependent patterns that begin to emerge and form into something which has an inherent capacity to influence persons and events.
The current and future revolution in technology has the potential to become a major influencer in influencing and manifesting an organizational culture.
The key challenge is in both the design of the IT/IS/AI systems and process to reflect the desired values of the organization so people’s experiences in their interactions with such technology are congruent with the stated values of the organization.
Depending on the degree and manifestation of the degree of ‘density of experience’ (conscious or not)’ through many mediums (like behaviour, technology, nature, the five senses, body, emotion, cognition, etc.), attraction or influence may or may not be apparent –for a number of reasons including our lack of technical ability to identify, track and display ongoing emergent changes. It seems that on one ends of the time continuum, the creation of trends, patterns and determinates may take some unpredictable amount of time. On the other end of the continuum, density can be very significant /dense / impactful like ‘shakabuku’; a very swift kick to the head, and especially the heart, that alters one’s reality forever –and can occur in a moment of time. Density, it seems, is not ‘a constant’ but fluctuates, and may even fibrillate. No matter what the ‘medium’, density has patterns and, when ‘tracked’, patterns can be displayed especially with this advent of Artificial Intelligence (AI) and new configurations of ‘pattern display interface’.
Although this technical revolution is quite overbearing at times, the one constant from the beginning of IT, which I learned early, always has been, and always will be:
“garbage in – garbage out”
IT – Human Interface