Periodic Table for the Unorganization

The periodic system of The Unorganization is a research project of SogetiLabs Research Institute VINT. It consists of 118 elements and is structured around the 8 organizational stereotypes of the Spiral Dynamics
theory. The elements are based on books, people, tools, thoughts and theories coming from our explorations on digital technologies that we've started in 1994. For us it was a way of structuring our thoughts
around a very lively debate on the future of organizations today. Clearly, what we see ahead of us, is a collaborative economy, rising from contemporary 'technological capitalism'. And that's only one step away
from another disruptive wave as machines become more intelligent.
API-driven strategies, sharing infrastructures, micro-services, and new social connections are part of the collaborate future. But they are not only tools an organization can use in order to succeed.
They are also external factors organizations need to adopt to to in order to stay alive. Likewise, the possibilities of robotization and automation in un-automated area's, can be seen as tools or change of external
circumstances. Machine learning and capabilities of computers to understand and generate natural language leads to a new symbiosis between man and machines. It requires a new perspective of what it means
to run an organization.
While resistance and misunderstanding mostly is structured around a mindset and existent value systems, we found it fruitful to take the concept of Spiral Dynamics into account. We twisted the concept a little to
our needs in order to tell the story of how 'digital' came into the lives of organizations. If you are interested, we do advise you to read the book on Spiral Dynamics, since we only briefly
Unorganizing 
The term 'Unorganizing' is coined twenty years ago. At that time, Serial entrepreneur Simon Buckingham was fascinated by the rise of distributed networks, by the use of simple text messages on mobile phones
and by new team based project approaches. He concluded that 'unorganizing', getting rid of hierarchies and 'downstructure' the structures, is be the best way to cope with new technological possibilities. Simon,
and many other thinkers at that time, also predicted the rise of 'technological capitalism'.
Stretching the organization
Technological capitalism, making money from (digital) technology, dominated the economy for two decades. IBM, Microsoft, HP and later Apple, Facebook, Alibaba and Uber lifted the standard of business succes.
Today, the awareness that organizations need to adopt to the course of (digital) technology, has never been bigger. At the same time we 'feel' that we've stretched organizations to their limits.
Dealing with change
Psychology professor Clare Graves theorized that humans, in response to interaction of external conditions, develop new coping systems to solve existential problems. These coping systems, also called value
systems, are in essence what makes an organization successful. The transformation from an analog to a digital world for instance - a change of external conditions - is therefore followed by a change in
organizational structure, value system and culture. Bureaucracies for instance find it hard to compete with digital startups, as they lack the speed, the engagement of their employees and the understanding of
digital needs of their customers. As soon as other value systems arise (other types of organizations), systems that are better in coping with the external conditions, the existing organizations need to fight for their
lives.
I versus We
This dynamic and theory of professor Graves is popularized by Don Beck and Christopher Cowan, who worked with Graves. They called it Spiral Dynamics. Basically it consists of 8 different sorts of coping
systems, organizational stereotypes. Not numbered from 1 to 8, but defined by a color. Blue for instance stands for 'order' and is seen as the stereotype of The Bureaucracy. Orange stands for succes, the
stereotype is the The Yuppie or The Selfie, with self interest as one of the key-holders of that culture. All born in the current era of technological capitalism. Going form one color to another inherently means a shift
in the perspective on the individual. The I-central value systems are followed by a We-centric system (and again followed by I-centric systems and so on).
More that an organizational structure
According to the theory of Spiral Dynamics, these coping systems should be seen as more more than only a organizational form or structure, or even an organizational culture. They are 'memes': a pervasive
thought or thought pattern that replicates itself via cultural means; a parasitic code, a virus of the mind and contagious. In Spiral Dynamics they use the word vMemes, value memes. Part of the difficulty in de
process of going from one organizational form to another, is caused by the fact that value systems are contagious. They spread like a virus in the whole of the society. Both Mihaly Csikszentmihalyi, a higly
regarded psychologist and Richard Dawkins, the famous evolutionairy biologist, are seen as the originators of the idea of memes and memetics. Dawkins explains in depth how memes behave as if they were a
physical virus through society in his book 'The Selfish Gene'.

5 Nr New Rules for the New Economy

12 Sm In the Age of Spiritual Machines

14 Ro Reinventing Organisations

41 Bb Better than Beatles Syndrome

44 Bp Burning Platform Memorandum

Installatieperiode Uitrolperiode
Kantel 
periode
Big Bang crash
institutionele
herschikking volgende Big Bang
vorige grote golfbeweging
volgende grote golfbeweging
DIGITAL TRANSFORMATION
BUSINESS TRANSFORMATION
62 Cp Carlota Perez

74 Mb Minimum Viable Bureaucracy

78 Tc Transaction Cost Approach

101 Te Technological Unemployment

106 Da Dec. Autonomous Organizations

Periodic Table for the Unorganization

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