Complex Thinking and Computing Organization Facing Contingent Problems
- 16 Downloads
Facing the reflexive modernity, social wealth production is systematically correlated with the production of social and technical problems. Due to the complexity paradigm and contingent approach, public organizations are conflicting with a “one best way” slant. Indeed, they are understood as computing ones and so they can adapt to a changing environment. The purpose of this paper is to understand how public managers deal with contingent problem solving and so to characterize computing organization. Through a qualitative methodology, this paper sheds light on an integrative model of computing organization able to solve contingent problems, with five dimensions.
KeywordsComplexity Computing organization Problem solving Organizational conflicts
This research was supported by the sixth Conference “Philosophy(s) of Management”, organized in June, the 4th and 5th 2018 at the Institute of Public Management and Territorial Governance. We thank our colleagues from the Society of Philosophy and Management Sciences, who provides insight that assisted this research paper.
Compliance with Ethical Standards
Laura CARMOUZE (author A) declares she has no conflict of interest and Alan SANDRY (author B) declares he has no conflict of interest.
All procedures performed in studies involving human participants (i.e. semi-structured interviews) were in accordance with the ethical standards of the institutional and/or national research committee and with the 1964 Helsinki declaration and its later amendments or comparable ethical standards.
Informed consent was obtained from all individual participants included in the study.
- Barthes, R., & Howard, R. (1991). The responsibility of forms. Berkeley: University of California Press.Google Scholar
- Beck, U. (1992). Risk society: Towards a new modernity. London: Sage Publication.Google Scholar
- Berger, P., & Luckmann, T. (1967). The social construction of reality. New York: Doubleday.Google Scholar
- Cho, J., & Trent, A. (2014). Evaluating qualitative research. In P. Leavy (Ed.), The Oxford handbook of qualitative research (pp. 677–696). Oxford: Oxford library of psychology.Google Scholar
- Fylan, F. (2005). Semi structured interviewing. In J. Miles & P. A. Gilbert (Eds.), Handbook of research methods for clinical and health psychology (pp. 65–78). Oxford: Oxford University Press.Google Scholar
- Habermas, J. (1989). The transformation of the public sphere: An inquiry into a category of bourgeois society. Cambridge: MIT Press.Google Scholar
- Hințea, C. E. (2019). Strategic planning in local communities. In A cross-national study in 8 countries. New York: Springer.Google Scholar
- Kraemer, K. L., & King, J. L. (1986). Computing and public organizations. Public Administration Review, Special Issue, 488–496.Google Scholar
- Miles, M., Huberman, M., & Saldana, J. (2014). Qualitative data analysis. California: Sage Publishing.Google Scholar
- Moore, M. H. (1995). Creating public value: Strategic management in government. Harvard: Harvard University Press.Google Scholar
- Morin, E. (1986). La méthode: La connaissance de la connaisance. Anthropologie de la connaissance. Paris: Seuil.Google Scholar
- Morin, E. (2008). On complexity. Cresskill: Hampton Press.Google Scholar
- Newell, A., Shaw, J. C., & Simon, H. A. (1959). Report on a general problem solving program. IFIP congress, 256, 64–91.Google Scholar
- Pollitt, C., & Bouckaert, G. (2011). Public management reform: A comparative analysis-new public management, governance, and the neo-Weberian state. Oxford: Oxford University Press.Google Scholar
- Rasmussen, J. (1979). On the structure of knowledge-a morphology of metal models in a man-machine system context. Roskilde: Risø National Laboratory.Google Scholar
- Seale, C. (2002). Qualitative issues in qualitative inquiry. Qualitative Social Work, 1(1), 97–110.Google Scholar
- Simon, H. A. (1978). Information-processing theory of human problem solving. Handbook of learning and cognitive processes, 5, 271–295.Google Scholar
- Spradley, J. (2016). Participant observation. Long Grove: Waveland Press.Google Scholar
- Strauss, A., & Corbin, J. (1998). Basics of qualitative research techniques. Thousand Oaks: Sage Publishing.Google Scholar
- Teisman, G., & Van Buuren, A. (2007). Implementing NPM: A complexity perspective on public management reform trajectories. In C. Pollitt, S. Van Thiel, & V. Homburg (Eds.), New public management in Europe (pp. 182–196). Basingstoke: Palgrave Macmillan.Google Scholar
- Von Bertalanffy, L. (1968). General system theory. New York: George Braziler Inc.Google Scholar
- Wallensteen, P. (2019). Understanding conflict resolution. London: Sage Publishing.Google Scholar
- Weiss, J., & Hughes, J. (2018). Want collaboration? Accept and actively manage conflict. Harvard Business Review, 83(3), 92–101.Google Scholar
- Woods, D. D. (1988). Coping with complexity: The psychology of human behaviour in complex systems. In L. P. Goodstein (Ed.), Tasks, errors, and mental models (pp. 128–148). Bristol: Taylor & Francis.Google Scholar
- Woodward, J. (1965). Industrial organizations, theory and practice. Oxford: Oxford University Press.Google Scholar
- Yin, R. K. (2009). Case study research: Design and methods. Thousand Oaks: Sage Publishing.Google Scholar