Article Information
Publication date (electronic): 31 March 2017
DOI: 10.emerg/10.17357.a3764194a1aabf5af016908a7e1fbf0d
Achieving and sustaining high performance:
Self-organizing criticality and the Process Enneagram©
Richard N. Knowles & Associates, Inc. and Center for Self-Organizing Leadership
Bio:
I have been working in the arena of complexity for 23 years. I developed the Process Enneagram which seems to be a key missing link between complexity theory and practical application. I have used this tool as a plant manager and as a consultant. See www.centerforselforganizingleadership.com. and www.RNKnowlesAssociates.com
Bio:
Carl Stent, M.B.A. is national health and safety manager for the National Institute of Water and Atmospheric Research. He has industry leadership experience as a director and board member of Site Safe New Zealand (NZ), chair of the NZ Association of Accredited Employers and chair of Roading NZ Safety Committee. For the past 15 years, Stent has provided safety leadership and management in a range of industry.
Abstract
This paper describes how organizations experience self-organizing criticality in a crisis. Then it describes how the processes of many purposeful conversations can build the energy of self-organizing criticality to a level of high energy and creativity, and then hold the organization in this space using the Process Enneagram, co-created by the people in the organization, as a strange attractor, a container providing order and focus as well as the space and freedom for the people to make the decisions they need in order to do their work quickly and well.
Read Full Article
Access requires a current subscription