Abstract
Organisations operating in a dynamic environment need to be able to detect and respond to changes both internal and external. One effective decision making approach is self-organisation, which is appropriate where there is a state of constant awareness of the working environment and flexibility so that decision-making groups are formed spontaneously to solve problems and incorporate changes. Decision-making from this perspective is done on three levels: individual, group or cluster, and organisational. With each level, it is imperative that the situation is fully understood, alternative solutions are considered and compared with an ideal, and consequences are taken into account. The authors argue that this model of thinking and decision making is that recommended by Dewey – reflection. The evidence used in this argument comes from two bodies of knowledge, the reflection and self-organised systems literature. The paper describes the process of reflection on the three levels of organisational decision making and concludes that one of the most effective ways for organisations to optimise operations in a dynamic environment is to be open to self-organisation and reflective thinking.
Table of Contents
The complexity of information systems and technological changes confronting most organisations today means there is an increased urgency for them to be able to reflect and adapt. The aim of this paper is to explore the importance of reflection for successful problem solving in self-organised social human systems that face this urgency. Organisations are constantly exposed to new market opportunities and competitive dynamics, demanding that they learn quickly when there is new information provided by, and new opportunities caused by, changes in the external environment.
The increase in interconnectivity and the ubiquity of information systems across the globe is causing the competitive environment to become more complex and self-organising. In this paper, the authors highlight that, in order to operate effectively at the edge of these complexities, reflection at three levels of decision making (i.e. individual, cluster, and organisational) becomes not only necessary but fundamental. An iterative reflection process throughout problem solving, where the ‘theory of action’ of both individuals and the organisation are questioned and matched against an ideal outcome, allows more informed decisions to be made. This continuous cycle of reflection leads to spontaneous self-organising behaviours. Behaviours are self-organising when knowledge networks and communication channels are freely developed in organisations, even if this involves individuals (actors) crossing the organisational boundaries created by formal hierarchical structures.