Introduction
Harrison looks at the source point of the al-Qaida network to understand how global learning can operate successfully through holonomics. He suggests that we consider how the source is a uni-directional path of information (e.g. from leader to group member and vice-versa). The inner circle has clarity of organisational direction and strategy, and can therefore plan how to implement action through the spread of individual social information networks. Harrison indicates that the al-Qaida is an excellent model from which to view how global learning networks perform successfully as a devolved, multi-cellular structure and entrepreneurial culture. Loosely coupled networks and self-managing teams are attributes that lead to effective transnational enterprise.
The learning organisation
Within such organisations, leaders must be able to share their strategy and vision with other group members to align and hold them to group function and purpose. Leaders themselves are lifelong learners. Each member is expected to continually share and build group knowledge. Great leaders are able to motivate and inspire. Dialogue builds a shared vision. Modification of vision directs towards a preferred future.
Knowledge dissemination allows members to quickly adapt to external environments through clarity of situation monitoring. As individual members are aware of the vision and direction, actions are carried out with a feeling of purpose and significance that leads to personal and professional goal setting abilities. Harrison's focus is on how leaders best lead and manage and flattens the traditional view of hierarchies. Hierarchies limit innovation and entrepreneurial spirit.
Fourth blueprint management
Harrison points out essential features that place significant emphasis on attributes that allows this kind of organisational structure to occur. Relationships and links develop the strategies of possible future direction. Collaborative individualism is a level of maturity where intrinsic motivation and goal setting is an available asset to group members. Dialogue and open communication reveal that leadership can change points as each group members' contribution is analysed and accepted as a valuable source of information.
Calculated risks form part of the initial strategy and have become an important part of management practice. When all group members have alignment to organisational vision, it is easier for them to make meaning from their own work, creating or innovating from standard practice.
On a more detailed front, individuals can identify their own role and placement within the group as they recognise strengths that uphold corporate vision. Interactive sharing builds strengths from within as individuals become accustomed and are more willing to trust their co-workers. Individual perspectives of epistemic beliefs as they relate to the group as a whole brings new knowledge to others. As informal networks break down traditional hierarchical barriers that are based on social perception rather than the truth, the organisations relationship with individual member networks creates the learning network. Harrison notes that investment in networking yields productive results.
Creating global learning networks
Vital functions that result from fourth blueprint management literature are learning in organisations and entrepreneurship. Harrison indicates that by leading small teams interpersonal skills can be regulated. To bring down exorbitant costs associated with global networking, technologies such as ICT and the internet are used. Individuals who consider themselves as 'front-line' (e.g. access to external communication networks) can be seen as "environmental scanners" (pg. 2). Knowledge that the front-liner receives is fed back to the group and builds organisational knowledge. Harrison notes that this kind of organisational structure allows departments or substructures within to cease operation without causing disturbance or loss of momentum to the entity.
Structured organisations that use this model adapt and respond to the environment from an internal multi-level perspective meaning that the organisation as a whole can change and adapt nimbly to market demand.
The metastrategic analysis of al-Qaida
Vision
Founding visionaries require mission statements and precise goals. The vision is inclusive and reveals an achievable better state of being that is self-regulating and self-managed. Mission statements provide clarity for all group members as "a continual process of creating a view of the future and testing the present against it" (pg. 3).
Identity
In growing an organisation, leaders must ensure that they have the right commitment from individual members and that joining members are aware of the organisations statements and direction to ally themselves as an on-going process. Staff recruitment takes into account individual:
- ideology;
- confidentiality;
- patience;
- intelligence;
- analytical ability;
- prudence; and
- unflappability.
Configuration design
When individuals have clarity of objective and direction, they have more autonomy which encourages and facilitates innovation and creativity in work ethic. As an organisation flattens its hierarchy and performs more as a multi-cellular organism with sources of energy that change and spread fluidly, alliances developed through loosely-formed networks benefit the complete unit.
Systems of action
Embedded activities produce outcomes that turn desired states into actuality. Trust enables individual group members to carry their work load to a new level of decision-making and action. Individuals thus are seen to take on multiple leadership roles. Global networking is too big for a single person, which is why environmental scanners take on more responsibility. Managing and controlling diverse cells is impossible when there are so many, so it is left to the individuals within the group to be aware and committed to organisational strategy as they direct their own progress.
Harrison indicates that al-Qaida should be seen from the perspective of a metastrategy that embraces the new paradigm of leadership skills that work effectively in the 21st century global networking environment. Strong leadership encourages group motivation. Identity is built upon history. The configuration of such organisations creates the spirit of entrepreneurship from within. Distance and cost formerly associated with global networking is a thing of the past with readily available technology and the internet. Conventional modes of thinking require updated thought sequencing to align with modernity.
Example
No comments:
Post a Comment