Introduction
Theory in organisational studies has presented us with several models from which we can interpret, or analyse, the nature of transformation. The perspective (e.g. frame of mind) of theorists is a contributory factor to the focus research will take. Deconstructing models broadens perspective when viewed as component insights to the environment. Currently there is no adaptive or flexible framework that takes into consideration all aspects of practising global communities. Edwards proposes using Koestler 1967, and Wilber 1995 to build the integral holon.
Arthur Koestler's holon
The easiest way to imagine interlinked communities, or groups, of an organisation is to visualise a constellation pattern where stars (e.g. teams) are connected by intangible knowledge networks. Depth can be measured in terms of hierarchical levels, and span covers all groups of a level. No team is exactly the same owing to its position, location and purpose. As each team looks across the space between communities, RPL (e.g. collective knowledge of team members, reputation) and interaction build up interpersonal congruence. Mutual co-dependence develops. Teams are developed to interact with others. While focus has been on internal organisation structure, the theory of holonomics draws the focus away from organisational detail to organisational purpose.
A word of caution about holism: when using holonomics to describe psychological phenomena, it is vital to acknowledge that attitudes and views range across a scale (e.g. similar to positive - negative scales) without considering the multi-level framework of hierarchy that distorts the lens.
Holonomics is a model that understands evolution and transformation. It applies to the analysis of individuals and collectives, and was expanded into the knowledge of "General properties of open hierarchical systems (OHS)" (pg. 2). Therefore the holon can be regarded as the basis "for a more humane and developmental social science". Holonomics can be added to existing structures or models to explain emergent behaviour. Interaction becomes part of group function and existence that has a documented history. The concept of holonomics indicates that tracking changes, "transcend-and-include", develops best practice policy in evolutionary progress of the social holon.
Ken Wilber's AQAL model and the 20 tenets of holons
AQAL is the acronym for 'all quadrants, all levels' that frames integral theory. The quadrants represent domains that undergo transformation and evolution. They represent the interior-exterior and individual-collective dimensions that must be considered socially contrived to understand that subjective experience is based on the intangible that relates to objective observable, or tangible, behaviour. Historically, subjective-objective research reveals that it is an analytical and flexible tool for exploring multi-paradigm systems.
The model includes a spectrum of consciousness that identifies human progress in stages from infancy to sophistication of intellect. It is a categorisation of personal development that includes chronological development and frames the multi-paradigmatic, multi-level development of social activity.
Koestler's theory of holonomics is more concerned with the temporal nature of relationships, while AQAL places emphasis on the structural elements of development, where the tenets of holonomics (e.g. patterns or laws that are chronic in holon activity) converge on relational processes. Comprehensively, both models integrate to explain perceived social realities.
Paradigms in organisational change
Edwards introduces the suitability of integral holonomics to study evolution in organisations.
Building the integral holon
1. Multi-paradigm capacity
Using an integral approach permits alternate theoretical views that add to the growing understanding of social integration. Holonomics draws diverse dimensions into contact, which in turn generate new understanding and practice.
2. Multi-level adaptability
As social interaction is based on activity, holonomics views patterns of activity that are inter-connected and contribute to hierarchical process.
3. Qualitative (stage-based) change or transformation
Theorists identify a distinct difference between transformation and change. Transformation occurs when organisations shift epistemological and ontological belief to adapt and survive economic demand (e.g. Nike). Redefinition categorises the developmental stage of an organisation. Although stages or levels are predictable, there is no direct correlation to indicate sequential progression.
Transformation includes dynamics and situational factors that complicate learning trajectories of individuals and groups. In situations of unplanned spontaneous growth, dissociation from the environment may result. The structure of holonomics allows epistemic understanding of social phenomena and organisational health.
4. The subjective-objective (interior-exterior) dimension
Subjective-objective studies have been linked to the theory of holonomics since Koestler. Holarchic structure allows both dimensions to be understood in terms of paradigm studies, clinical approaches to organisational change, subjective values and perspectives, organisational perspectives, and voluntarism-determinism.
5. The agency-communion dimension
One of the issues in collective transformation addresses the changing paradigm of current need. Concepts of hierarchy are flattened. Reality is no longer limited to the physical as intangible connections to knowledge networks become the dominant social construct.
Perspectives on organisational change in research are divided. It is viewed as either a function of the community's standardisation and control, directive management, and transformative leadership; or, it is seen through power relationships, communal networks and cultural identity. Meta-paradigmatic perspectives consolidate events and processes to capture sources of affective power and relation. Holonomics appreciates both sides of the scale, and is a strategic framework from which to view issues.
Organisational change requires directed goal-setting to unite members in a manner that nurtures the network. Often disguised as masculine or feminine attributes, holonomics facilitates conceptualisation of hierarchy and dynamic action with empathic social behaviour.
6. Integral perspectives
Holons are case sensitive (e.g. able to distinguish between levels of individuality, groupness, and community), thus research on directed action of self-verification processes viewed through an holonomic lens reveals the focus of the researcher.
7. Developmental dynamics
Organisations can be seen as self-contained, ecological communities.
Holonomics recognises the dichotomy of organisational dynamics where changes occur continuously, or transforms the community suddenly. Historically, focus has been on increasing performance at individual level. Transformative dynamics views the community as an interlinked structure that faces turbulence, subsequently upsetting culture. Holonic terminology addresses progression, sustainability and support as evolutionary and involutionary dynamics. Sustainable development can only occur when there is a balance between internal and external growth that is a result environmental requirement.
8. Developmental lines and the consciousness, behavioural, cultural and social quadrants
Constructs and concepts in literature (e.g. Bloom's Taxonomies, Gardner's Multiple Intelligences) decode aspects of self-development that have been used to distinguish development from transformation.
Group development processes are similar to individual process. As each holon is representative of a stage of development, it should be viewed as part of the integrated whole. As progress very rarely occurs in a specific sequential fashion, various stages of development occur concurrently. The ability to understand developmental lines is critical when theorising transformation and consequent complexities.
9. The integral cycle and organisational learning
Organisational learning is pivotal in the process of change, and facilitating the approach to group tranformative learning. Double-loop or triple-loop learning is the integral cycle of learning, where each pass or wave represents an hierarchical level of learning.
10. Activity and communication
Cultural-historical activity theory (CHAT) relies on artefacts generated by the community as a means of gaining insight into the process of learning how goals are perceived, activated and achieved. Activity system, or activity triad, is the foundation of CHAT. As an individual, or group, or community work towards manifesting goals, the approach taken will lie in epistemic belief or alignment to culture (e.g. in archived transactions). Exchanges are viewed as indicators of behaviour, alignment with community and culture, developmental stages, learning trajectories and dynamics. Also taken into consideration are learning activities and process, interpersonal congruence, and the technology used to create the artefacts.
Holonomics provides an elaborate and functional framework to describe communities of practice and the various forms of creativity and innovation in conforming to standards, and the interpersonal congruence that marks the identity of group culture. As a result of analysis, empathic communication may be realised.
Summary
Edwards has presented an overview and structure of holons and the holonomic framework to explore the multitude in perspectives. Investigating the process of self-verification leads to better knowledge-gathering and a more complete understanding of the permutations of social interaction. Edwards poses the following questions:
- How does organisational learning relate to the qualitative shift that is definitive of transformative change?
- How does the transformation of organisational culture relate to technological development at multiple levels across an organisation?
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