Wise Organizations? Continued …

To see the earlier parts of this long posting which reflects on the conditions and situations in which wisdom can be cultivated and exercised in organizational settings, click on the links below. To get back to this page, click on the title of the blog in the upper left.

Part 1, Part 2, Part 3, Part 4, Part 5, Part 6

We are continuing the set of six tiny essays inviting reflection about the construction of the conditions and situations in which wisdom can be cultivated and exercised in organizational settings.

Preparing for Ethical Action

The concern for action is central to the question of wisdom, and there is a direct relationship between the exercise of wisdom and ethics. Let’s take these one at a time. Wisdom has more to do with action and less to do with dry abstraction than a casual look at many traditions would have us believe. Even the extraordinarily rigorous contemplative activities frequently found in the practices of some wisdom traditions, when carefully examined, will be found to have to do with getting prepared for taking or being involved in action. We meditate, contemplate, and the like in order to be prepared to take action, or to support others taking action when the moment for action arrives.

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Wise Organizations? Continued…

Preparing the Way for Wisdom in Organizations – Part 2c

We have been talking about language-action and the constitution of organizations. To see the earlier parts of this long posting which reflects on the conditions and situations in which wisdom can be cultivated and exercised in organizational settings, click on the links below. To get back to this page, click on the title of the blog in the upper left.

Part 1, Part 2, Part 3, Part 4, Part 5

Next we turn to the implications of language-action for the design of systems. In their book Understanding Computers and Cognition, Fernando Flores and Terry Winograd outlined a three point theory of management and conversation in their that shows well many of the features of how software designs could embody the insights we are exploring here:

  1. “Organizations exist as networks of directives and commissives.” Directives include orders, requests, consultations, and offers; commissives include promises, acceptances, and rejections. (These names for performative verbs are from a different taxonomy than I use and present here, but the reader will see the relationships.)
  2. “Breakdowns will inevitably occur, and the organization needs to be prepared. In coping with breakdowns, further networks of directives and commissives are generated.”
  3. “People in an organization (including, but not limited to managers) issue utterances, by speaking or writing, to develop the conversations required in the organizational network. They participate in the creation and maintenance of a process of communication. At the core of this process is the performance of linguistic acts that bring forth different kinds of commitments.” (Understanding Computers and Cognition: A New Foundation for Design. p. 157.)

Flores and Winograd claim (and I am convinced that their claim is a good one) that the classical idea of decision-making is not well supported phenomenologically. (In ordinary language, this fancy expression means “bad theory” or “the evidence doesn’t fit the claims,” or, “that dog won’t hunt.” The problem is that when people are talking about decision making it appears to all concerned that they know what they are talking about, and, in fact, normally they do not.) Flores and Winograd recommended substituting the notion of ‘dealing with irresolution’ and supporting people in coming to resolution. (Ibid, p 144ff.)

Stay tuned. More to come.

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