Organizations as Brains

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Organizations as Brains
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Brain as Learning Organization

• 1) Brains are flexible, inventive and
  resilient. p. 72.
• 2) Brains specialize (left/right) but also retain
  generalist capabilities (can make up for one
  function if another function fails)
• 3) Mobots show that centralizing brains is less
  effective than distributing brain functions.

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Brain Image

• The brain as a system engages in an incredibly
  diverse set of parallel activities that make
  complementary and competing contributions to what
  eventually emerges as a coherent pattern. 75.

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Three Metaphors within the Brain Metaphor

• There are various ways to view the brain. We
  will be talking about three
• Brains as Information Processing Systems
• Brains as Cybernetics
• Brains as Holographs

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Brains as Information Processing Systems

• Brains collect different kinds of information
  (rules, words, data, etc) and try to make sense
  of the information.
• a) brains as bounded rationality --
• 1. Managers used the above idea to try to
  control uncertainty
• 2. March and Simon, however, argue that left
  and right brain should be integrated intuition
  and rationality. Dont control uncertainty, work
  with it (just-in-time)

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Brains as Cybernetics

• 1) Brains self regulate through negative
  feedback
• A) Assess the environment
• B) Match environment with norms
• C) Assess deviations from norms
• D) Use negative feedback to get back on course.

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Negative Feedback

• Single Loop versus Double Loop

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Working with Uncertainty the Progressive
Organization

• 1) See the environment as changing.
• 2) Consistently question operating norms why do
  we do it this way?
• 3) Allow new patters to emerge
• 4) Use double loop learning (TQM and ringi)

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Brains as Holographs

• A hologram is a type of image in which the whole
  is created in every one of the parts the
  organization can self generate during times of
  chaos

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• 1) Build the whole into the parts
• Corporate DNA Everyone shares the same vision,
  values and goals.
• Networked Intelligence
• Holographic Structure
• Holistic teams and Diversified Roles
• 2) Redundancy
• 3) Requisite Variety
• 4) Minimum Specs
• 5) Learning to Learn

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Strengths and Weaknesses

• 1) Values people diversity uncertainty
  intution
• 2) Managers May resist because they would have to
  give up power and be self-critical.

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• If you were to apply the metaphor, which concepts
  would be critical to include?

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