Tuesday, November 6, 2012
Traditional leadership and management approaches that predominately apply centralized, top-down authority for the direction of behaviors have not provided sufficient protection for large-scale, highly distributed organizations, especially those that operate in multinational and cross-cultural environments. In the realm of complex, adaptive, and dynamic systems, the evaluation of natural escalation of opportunities and challenges versus hierarchical, mechanistic decision-making processes has demonstrated time and again that these traditional organizations have remained almost always vulnerable to competitors who have decided to initiate courses of action at the operative level. These challengers have particularly acquired and displayed these competitive techniques to compete against well-known, traditional organizations that have incorporated the use of repetitive strategic components; because typically, these traditional organizations have made readily available widespread knowledge of their organizational processes to the community, at large. Consequently, in the presence of such competitors, there has emerged a compelling need to augment traditional decision-making approaches with methods and techniques that allow teams and other work groups to survive, mitigate loss, respond, and thrive in the presence of competition for which they might not have otherwise possessed the capabilities to fully answer. Furthermore, a baseline premise that underlies the survivability of any organization, group, or team has included the fact that none can avoid competition or the errors that necessarily emerge when answering it.