The Inner Adaptation Processes—The “Right Wing” of Organizations (Part 2)
This chapter focuses on the adaptation processes within the system functions as one of the key elements to restore the holistic perspective in an organization (called the “right wing” of an organization). Using the example of a jazz band, it explores the factors that lead to a successful mutual adaptation between the corporate functions. It discusses the need for formal rules and processes as well as the role of culture, circumspection, spatial, and temporal structures in the inner-systemic adaptation processes.
- Beer, S. (1994). Beyond dispute: The invention of team syntegrity. The Managerial cybernetics of organization. Chichester, New York: Wiley.Google Scholar
- Beer, S. (1995). The heart of enterprise. Managerial cybernetics of organization: Vol. 2. Chichester [England], New York: Wiley. (Figures 21, 51 and 86 republished with permission of John Wiley and Sons Inc. and the permission conveyed through the Copyright Clearance Center, Inc.).Google Scholar
- Huizinga, J. (1955, c1950). Homo ludens: A study of the play-element in culture. Beacon paperbacks: Vol. 15. Boston: Beacon Press.Google Scholar
- Schiller, F., & Berghahn, K. L. (2000). Über die ästhetische Erziehung des Menschen in einer Reihe von Briefen. Universal-Bibliothek: Nr. 18062. Stuttgart: P. Reclam jun.Google Scholar
- Simon, H. A. (1962). The architecture of complexity. American Philosophical Society, Proceedings, 106(6), 467.Google Scholar